Podcasts about Richard Feynman

# TEMA Una IA respondiendo como Richard FeynmanNueva xTALKS.AI con Emilio Soria-Olivas# PRESENTA Y DIRIGE 

I think this was one of my most enjoyable dialogues in our What's new series. Maybe Sabine and I are getting more used to each other's cadence and interests or maybe it was the subject matter. Either way, I think you will find this to be a fascinating and provocative discussion of science at the forefront, and at the not-so-forefront, because that science is interesting too!We began our discussion describing a new finding of a Giant Ring of galaxies billions of light years across in the sky. The key questions are: Is it real? And is it surprising? We both have slightly different takes on this.Next we described a new measurement of the strength of gravity on scales from 80 to 800 million light years in distance. And guess what? Gravity falls off just like Newton predicted! This may seem like a big yawn, but one of the most popular models that claims to do away with dark matter would imply that Gravity would fall off differently on these scales. Does this new result kill that idea? Stay tuned.Microsoft, which has cried wolf a number of times so far when it comes to something called Majorana qubits as the basis of a new viable quantum computer just published a new paper claiming they finally have it. Sabine and I discuss why we are both still skeptical, but why the effort is worth it.Next, CERN, the large European particle physics laboratory, and the world particle physics community seem to have converged on plans for building a huge new accelerator in the current CERN site.. this time involving an underground ring 91 km in circumference, in which electrons and positrons would collide to explore the detailed properties of the Higgs particle. Is the effort worth it? Again, Sabine and I have slightly different takes on this.Fusion power, which we have talked about in a number of earlier episodes, continues to tempt humanity with the promise of unlimited energy. Many people, myself included, have tended to argue that fusion seems to be 25 years in the future, and may always be 25 years in the future. But many new efforts are underway, so who knows. Unfortunately, a group of economists has analyzed fusion in the context of other large energy programs and have argued that even if we can achieve it, it may not be as economically viable as many claim. Finally, one day Richard Feynman went to a Thai restaurant with his young companion Ralph Leighton, and wondered what he should order. Should it be the same old dish he loved or something new. An equation filled napkin later, and he had the answer. Fifty years later some cognitive scientists resurrected Feynman's napkin and explained it, and argued it might have important implications in other social situations. Such is the power of science.As always, an ad-free video version of this podcast is also available to paid Critical Mass subscribers. Your subscriptions support the non-profit Origins Project Foundation, which produces the podcast. The audio version is available free on the Critical Mass site and on all podcast sites, and the video version will also be available on the Origins Project YouTube. Get full access to Critical Mass at lawrencekrauss.substack.com/subscribe

En 1986, el físico Richard Feynman fue convocado para investigar el desastre del transbordador Challenger ante una comisión presidencial. En medio de expertos intimidantes y presión institucional enorme, tomó un pedazo de goma O-ring, lo sumergió en agua helada y demostró en directo, con sencillez absoluta, la causa del accidente. La presencia de quien realmente sabe cambia toda la dinámica de una sala. Cuando los discípulos vieron al Señor Jesús caminar sobre el agua en medio de la tormenta, gritaron de miedo. Su primera respuesta no fue una instrucción ni una corrección. Fue identificación. Soy yo. No teman. Dios no llega a las tormentas de la vida con un manual de instrucciones. Él llega con Su presencia. Esa presencia es suficiente para transformar el pánico en paz. En tu tormenta de hoy, escucha primero: “Él dice, no temas, soy yo”. La Biblia dice en Isaías 41:10: "No temas, porque yo estoy contigo; no desmayes, porque yo soy tu Dios que te esfuerzo; siempre te ayudaré, siempre te sustentaré con la diestra de mi justicia". (RV1960).

En 1986, el físico Richard Feynman fue convocado para investigar el desastre del transbordador Challenger ante una comisión presidencial. En medio de expertos intimidantes y presión institucional enorme, tomó un pedazo de goma O-ring, lo sumergió en agua helada y demostró en directo, con sencillez absoluta, la causa del accidente. La presencia de quien realmente sabe cambia toda la dinámica de una sala.Cuando los discípulos vieron al Señor Jesús caminar sobre el agua en medio de la tormenta, gritaron de miedo. Su primera respuesta no fue una instrucción ni una corrección. Fue identificación. Soy yo. No teman. Dios no llega a las tormentas de la vida con un manual de instrucciones. Él llega con Su presencia. Esa presencia es suficiente para transformar el pánico en paz.En tu tormenta de hoy, escucha primero: “Él dice, no temas, soy yo”. La Biblia dice en Isaías 41:10: "No temas, porque yo estoy contigo; no desmayes, porque yo soy tu Dios que te esfuerzo; siempre te ayudaré, siempre te sustentaré con la diestra de mi justicia". (RV1960).

This episode of the New Books Network's Entrepreneurship and Leadership channel features Richard Lucas in conversation with entrepreneur and community builder Ben Brabyn about Walkabout, a global movement that brings people together for monthly walks and open conversations. Walkabout began in Green Park, London, in June 2023 as a low‑friction alternative to venue‑based events and now runs in about 37 locations worldwide, welcoming anyone who wants to join a friendly, curiosity‑driven walking group. Ben explains how Walkabout's simplicity—free, open, lightly structured—attracts a high proportion of multidisciplinary participants, many with PhDs, and how emergent collaborations have led to startups, investment, hiring, and pro bono work on “thorny” challenges like non‑compressible haemorrhage and electric vehicle battery fires. Inspired by Richard Feynman's habit of carrying a dozen long‑term problems in his back pocket, Walkabout offers participants an evolving set of shared challenges they can keep in mind and revisit whenever they learn something new, effectively serving as a living, collective version of “Feynman's 12 problems. A recurring theme is serendipity: Richard and Ben discuss how Walkabout exemplifies the kind of designed chance encounters that David Cleevely describes in his book “Serendipity: It Doesn't Happen By Accident,” and how Cleevely himself both influenced and later joined Walkabout events. Lessons learned include the power of radical welcome, the importance of not over‑optimizing for scale or vanity metrics, and the value of formats where multidisciplinary dialogue and unexpected connections can flourish. Ben and Richard also touch on Walkabout's business structure within Amitypath Limited, its use of platforms like Mighty Networks and LinkedIn, and Ben's broader journey from the Royal Marines and JP Morgan to founding crowdfunding platform BmyCharity and leading Level39.Links Ben Brabyn Linkedin Amitypath Interview with David Cleevely on the NBN about his book Serendipity About Richard Feynman's 12 problems Walkabout Learn more about your ad choices. Visit megaphone.fm/adchoices Support our show by becoming a premium member! https://newbooksnetwork.supportingcast.fm/new-books-network

This episode of the New Books Network's Entrepreneurship and Leadership channel features Richard Lucas in conversation with entrepreneur and community builder Ben Brabyn about Walkabout, a global movement that brings people together for monthly walks and open conversations. Walkabout began in Green Park, London, in June 2023 as a low‑friction alternative to venue‑based events and now runs in about 37 locations worldwide, welcoming anyone who wants to join a friendly, curiosity‑driven walking group. Ben explains how Walkabout's simplicity—free, open, lightly structured—attracts a high proportion of multidisciplinary participants, many with PhDs, and how emergent collaborations have led to startups, investment, hiring, and pro bono work on “thorny” challenges like non‑compressible haemorrhage and electric vehicle battery fires. Inspired by Richard Feynman's habit of carrying a dozen long‑term problems in his back pocket, Walkabout offers participants an evolving set of shared challenges they can keep in mind and revisit whenever they learn something new, effectively serving as a living, collective version of “Feynman's 12 problems. A recurring theme is serendipity: Richard and Ben discuss how Walkabout exemplifies the kind of designed chance encounters that David Cleevely describes in his book “Serendipity: It Doesn't Happen By Accident,” and how Cleevely himself both influenced and later joined Walkabout events. Lessons learned include the power of radical welcome, the importance of not over‑optimizing for scale or vanity metrics, and the value of formats where multidisciplinary dialogue and unexpected connections can flourish. Ben and Richard also touch on Walkabout's business structure within Amitypath Limited, its use of platforms like Mighty Networks and LinkedIn, and Ben's broader journey from the Royal Marines and JP Morgan to founding crowdfunding platform BmyCharity and leading Level39.Links Ben Brabyn Linkedin Amitypath Interview with David Cleevely on the NBN about his book Serendipity About Richard Feynman's 12 problems Walkabout Learn more about your ad choices. Visit megaphone.fm/adchoices

Diesmal: Ötzi-Sauerteig, der ifo-Geschäftsklima-Index, der Global Justice Report, Reichtum und Armut, Vermögenssteuer in Ungarn, Feynmans Restaurant-Problem, Trump "Entschädigungs-Fonds", EU-Kommission für Open Source. Mit einem Faktencheck von Nándor Hulverscheidt und einem Limerick von Jens Ohrenblicker.

The Prime Minister unveils a new AI strategy that he says will help Canada catch up with the rest of the world. Our guest says it's a start, but it could use some fine-tuning. Hezbollah has rejected a ceasefire deal brokered between Israel and Lebanon; our guest in Beirut tells us people there were already referring to it as a "less-fire" anyway. A protestor in Albania tells us a crucial stopover for migrating birds is in danger of being destroyed — because Jared Kushner and Ivanka Trump want to build a resort. Trixie and Nacho have been busy getting busy — which is great, because the prolific parakeet couple are almost singlehandedly rebuilding New Zealand's kākāriki karaka population.A scientist explains how the late Nobel Prize-winning physicist Richard Feynman devised a mathematical solution to the eternal question: stick with your favourite restaurant, or risk trying somewhere new?Blanket forts aren't just a quilt draped over some stuffed animals on the couch anymore — now that some students in Las Vegas have definitively shattered the world record for building the biggest one ever."As It Happens", the Thursday Edition. Radio that's usually suspicious of blanket statements.

In his final years, Richard Feynman's curiosity took him to some surprising places. We hear from his companions on the trips he took — and one he wasn't able to. (Part three of a three-part series originally published in 2024.)    SOURCES:  Alan Alda, actor and screenwriter. Barbara Berg, friend of Richard Feynman. Helen Czerski, physicist and oceanographer at University College London. Michelle Feynman, photographer and daughter of Richard Feynman. Cheryl Haley, friend of Richard Feynman. Debby Harlow, friend of Richard Feynman. Ralph Leighton, biographer and film producer. Charles Mann, science journalist and author. John Preskill, professor of theoretical physics at the California Institute of Technology. Lisa Randall, professor of theoretical particle physics and cosmology at Harvard University. Christopher Sykes, documentary filmmaker. Stephen Wolfram, founder and C.E.O. of Wolfram Research; creator of Mathematica, Wolfram|Alpha, and the Wolfram Language.   RESOURCES:  I Love My Wife..., directed by Ian Tierney (2020). Quantum Man: Richard Feynman's Life in Science, by Lawrence M. Krauss (2011). Perfectly Reasonable Deviations From the Beaten Track: Selected Letters of Richard P. Feynman, edited by Michelle Feynman (2005). The Pleasure of Finding Things Out, by Richard Feynman (1999). The Demon-Haunted World: Science as a Candle in the Dark, by Carl Sagan and Ann Druyan (1995). Genius: The Life and Science of Richard Feynman, by James Gleick (1992). The Quest for Tannu Tuva, by Christopher Sykes (1988) “What Do You Care What Other People Think?” by Richard Feynman and Ralph Leighton (1988). The Second Creation: Makers of the Revolution in Twentieth-century Physics, by Robert Crease and Charles Mann (1986). Surely You're Joking, Mr. Feynman!, by Richard Feynman and Ralph Leighton (1985). Fun to Imagine, BBC docuseries (1983).   EXTRAS:  “The Curious, Brilliant, Vanishing Mr. Feynman,” series by Freakonomics Radio (2024). Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

What happens when an existentially depressed and recently widowed young physicist from Queens gets a fresh start in California? We follow Richard Feynman out west, to explore his long and extremely fruitful second act. (Part two of a three-part series originally published in 2024.)   SOURCES: Seamus Blackley, video game designer and creator of the Xbox. Carl Feynman, computer scientist and son of Richard Feynman. Michelle Feynman, photographer and daughter of Richard Feynman. Ralph Leighton, biographer and film producer. Charles Mann, science journalist and author. John Preskill, professor of theoretical physics at the California Institute of Technology. Lisa Randall, professor of theoretical particle physics and cosmology at Harvard University. Christopher Sykes, documentary filmmaker. Stephen Wolfram, founder and C.E.O. of Wolfram Research; creator of Mathematica, Wolfram|Alpha, and the Wolfram Language. Alan Zorthian, architect.   RESOURCES: "Love After Life: Nobel-Winning Physicist Richard Feynman's Extraordinary Letter to His Departed Wife," by Maria Popova (The Marginalian, 2017). Quantum Man: Richard Feynman's Life in Science, by Lawrence M. Krauss (2011). The Pleasure of Finding Things Out, by Richard Feynman (1999). Genius: The Life and Science of Richard Feynman, by James Gleick (1992). "G. Feynman; Landscape Expert, Physicist's Widow," (Los Angeles Times, 1990). "Nobel Physicist R. P. Feynman of Caltech Dies," by Lee Dye (Los Angeles Times, 1988). The Second Creation: Makers of the Revolution in Twentieth-century Physics, by Robert Crease and Charles Mann (1986). Surely You're Joking, Mr. Feynman!, by Richard Feynman and Ralph Leighton (1985). Fun to Imagine, BBC docuseries (1983). "Richard P. Feynman: Nobel Prize Winner," by Tim Hendrickson, Stuart Galley, and Fred Lamb (Engineering and Science, 1965). F.B.I. files on Richard Feynman.   EXTRAS: "The Curious Mr. Feynman," by Freakonomics Radio (2024). Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

This episode was a particular joy for me. I had the honor to talk with Jacob Howland. We start with LSD—talking about it, that is — go back to the steam engine in ancient Greece to return to the 20th century's nuclear bomb and today's artificial intelligence. What is the interplay of the human condition with ever more potent technology? What constitutes progress, education, and how can we deal with the challenges of our time? Jacob Howland served as Provost and Dean of the Intellectual Foundations Program at the University of Austin from 2022 to 2025, and before that, as McFarlin Professor of Philosophy at the University of Tulsa. He is the author of five books on Plato, Kierkegaard, and the Talmud, and over sixty articles on literature, politics, and the academy for general readers. He will be a Distinguished Visiting Professor in the School of Civic Leadership at the University of Texas during the academic year 2026-27. I was intrigued by a conversation Jacob had with Jordan Peterson talking about the CIA gets its hands on LSD. Jacob described the situation as “This is potent stuff, what can we do with it?” Was this a special case or is this our general approach to innovation? Is innovation thus simply reasoning backwards? What is technology? Since when do we speak of technology? “The marshalling or harnessing of significant social resources for the explicit purpose of advancing and applying science.” Mastering and possession of nature, as Descartes put it, is a core aspect of that. During that process, is the focus put too much on the means, while the ends might get lost? “The means justify the end? […] We can do this, therefore we should do it.” Innovation and the mindset of the time — do people even understand what was just invented? Example: the steam engine in antiquity. How does the world appear to people in antiquity, in the Christian tradition, and later in the modern age? Or in other words: when did transforming the world become an objective? Descartes already understands that: “Desire is implicitly infinite.” This shifts the relationship between man and world. In what way specifically? “When we take away the limits of desire, we open up an infinite and unlimited desire for wealth, an unlimited desire for new devices, conveniences and so forth.” Descartes already expresses that if we become the masters of nature, we might be able to find a way to limit the infirmities of old age and to extend life. What was the role of Francis Bacon in The New Atlantis? What role did he play for science? Contemplating the history of technology and science, it appears we are treating new inventions and innovations like children — even those with extraordinary potential. How could we have survived this attitude? “Technology contains its own fatality.” What changed between the nuclear bomb and the advent of artificial intelligence? “We are going to have to trust AI more and more, but we don't actually know if it is trustworthy.” What can we learn from Greek mythology about these complexities of technology? What is Pandora's box? “We exchange one kind of fatality for another.” Technology can be transgressive and totalising. How? “If the idea is to remove all limits, which would be a way of being like God, then, because we are human beings, we will just descend into chaos. […] You can take human beings out of chaos, but you cannot take the chaos out of human beings.” Is it true that interesting things happen at the edge of chaos, as Stuart Kauffman expressed it? “When you just have order without the vitality that comes from transgression, you have decay, you have fossilised formalism.” Henry Adams stated, about 100 years ago: Can the speed of change become too fast for human societies and thus fundamentally destabilising? “We have a hard time holding two opposing thoughts in our mind.” But this seems to be increasingly important — a fundamental human skill, in fact. How is this important to assess progress? What changed in the attitude towards progress, especially with young people? “Moderns and late moderns (us) believe that we can solve problems.” The way we address complex problems was discussed in other episodes. Noteworthy seems a quotation by Thomas Sowell: “There are no solutions, only trade-offs” Can we actually solve a problem in a complex “wicked” environment? How does this help us to understand how technology works? Why is maintenance at the centre of a complex techno-social society? What does that mean specifically? How does politics work, and why will we never arrive at morally perfect situations? Why is impatience rising and creating unreasonable expectations? Why is humility of huge importance in dealing with complex problems, for instance in science? On the other hand, why is it a bad idea to be afraid of your own shadow? “I am more concerned by what the bomb is doing already to young people,” C. S. Lewis. So, how do we go along, surrounded by radical uncertainty? What does this mean for science? “Science is the belief in the ignorance of experts,” Richard Feynman. “You are dealing with a real scientist when that scientist says: here is what we don't know.” In contrast to this, remember Anthony Fauci: “I am Science.” What is the role of generalists versus specialists to resolve or manage some of these issues? What about different perspectives of time? “The emphasis in our lives today is on the present. What is happening right now.” Where is expertise, what is the interplay between specialist knowledge and generalist “connecting tissue”? “I have never let my ignorance interfere with anything I wanted to study.” How is this relevant to living a decent and flourishing human life? But to make it even bolder: Do we have such stagnation in science and society because we have so few generalists? As a closing question: If the mission is to save (American) education, what are we supposed to do, and do we even have a chance still? “Harvard College taught little, and that little, ill. But it left the mind open, supple, and ready to receive knowledge,” Henry Adams. Could we at least get back to this situation again? “How many universities can we say that about? We have not succeeded in that. […] At the end of the day, we are suffering from a crisis of meaning. Any way we give people more meaning is significant.” How can we do that? In company with other people, ideally. There is hope, as Jacob states at the end of the conversation. We are at the start of a reconstruction, as Douglas Murray put it: “We should be the reconstructionists. The deconstructionists knew something about how to take things apart but, like children with bicycles, had no idea how to put them back together. […] We have the choice either to live in the wastelands or to rebuild them.” Other Episodes Episode 148: Künstliche Vernunft? Ein Gespräch mit Jan Juhani Steinmann Episode 145: Reflexion und Rekonstruktion! Episode 137: Alles Leben ist Problemlösen Episode 134: Das Werdende, das ewig wirkt und lebt? Transzendent oder Transient Episode 129: Rules, A Conversation with Prof. Lorraine Daston Episode 125: Ist Fortschritt möglich? Ideen als Widergänger über Generationen Episode 118: Science and Decision Making under Uncertainty, A Conversation with Prof. John Ioannidis Episode 116: Science and Politics, A Conversation with Prof. Jessica Weinkle Episode 110: The Shock of the Old, a conversation with David Edgerton Episode 107: How to Organise Complex Societies? A Conversation with Johan Norberg Episode 74: Apocalype Always References Homepage of Jacob Howland Jordan Peterson & Jacob Howland, Ancient Stories That Bridge The Heavens & The Earth (2025) René Descartes, Discourse on the Method of Rightly Conducting One's Reason and of Seeking Truth in the Sciences (1637) Francis Bacon, The New Atlantis (1627, posthum) Stuart Kauffman, At Home in the Universe: The Search for the Laws of Self-Organization and Complexity(Oxford University Press, 1995) Henry Adams, The Education of Henry Adams (1918) Thomas Sowell, A Conflict of Visions: Ideological Origins of Political Struggles (1987) F. A. Hayek, The Use of Knowledge in Society (1945) Horst Rittel, Melvin Webber, Dilemmas in a General Theory of Planning, Policy Sciences 4 (1973) Aristotle, Nicomachean Ethics (ca. 350 BC) C. S. Lewis, “Is Progress Possible? Willing Slaves of the Welfare State” (Essay, 1958) Richard Feynman, “What is Science?” (presentation 1966, published inThe Physics Teacher, 1969) Erwin Schrödinger, What is Life? The Physical Aspect of the Living Cell (Cambridge University Press, 1944) Plato, Timaeus (ca. 360 BC) H. J. Paton, The Good Will: A Study in the Coherence Theory of Goodness (1927) Bryan Caplan, The Case Against Education: Why the Education System Is a Waste of Time and Money (Princeton University Press, 2018) Douglas Murray - "The Age of Reconstruction Has Begun!" | ARC 2025

As always there are spoilers ahead! You can follow the podcast on social media on Threads, Instagram and Bluesky. If you would like to be a patron of the podcast and help an indie podcaster out, you can join Patreon and for £3 or $3 a month you can get ad free version of the show. https://www.patreon.com/everyscififilm An extra huge thank you to my wonderful guests as this episode had to be re-recorded due to a major problem with the audio file the first time. You can find the synopsis of the film on Wikipedia here: https://en.wikipedia.org/wiki/Fantastic_Voyage#Plot In 1966 20th Century Fox chose a steady pair of hands in Richard Fleischer (the son of animation superstar Max Fleischer) to helm what at the time was both the tiniest and the biggest science fiction adventure. Tiny because of the nano science storyline and biggest because of it being the most expensive science fiction film ever made (at that time) costing over five million dollars.   I talk to two top tier guests about the film. Jay Telotte is Professor Emeritus of film and media studies at Georgia Tech. He has written/edited numerous books and articles about science fiction film including his upcoming books Before Trek: Building American Science Fiction Television. Lisa Yaszek is Regents' Professor of Science Fiction Studies at Georgia Tech and has written/edited multiple books on science fiction including her upcoming book Mothership Rising: Afrofuturism in the Radium Age. Chapters 00:00 Introduction 01:40 Big budget scifi 05:45 Richard Fleischer 09:10 The history of Nanotech sci-fi 16:41 Sci-fi and scale in cinema 19:42 Richard Feynman and small science 22:55 1950s influences 25:53 James Bond and Spy-fi 27:05 Psychedelic scifi 31:22 Harper Goff, Disney and design 33:36 1960s crew dynamics 42:48 Asimov's novelisation 44:24 Secularism vs religion 46:52 Legacy 52:57 Recommendations   Recommendations: The Diamond Lens by Fitz-James O'Brien (which can be found here) Surface Tension by James Blish Microcosmic God by Theodore Sturgeon   Dr Cyclops (1940) The Incredible Shrinking Man (1957) Honey I Shrunk the Kids (1989)   NEXT EPISODE! Next episode I will be speaking with Oscar winning Special Effects Supervisor Paul Franklin to discuss his favourite sci-fi film Blade Runner (1982). Paul has worked on an array of blockbusters including The Batman Begins trilogy, Venom (2018), Inception (2010) and Interstellar (2014).

From the Manhattan Project to the Challenger investigation, the physicist Richard Feynman loved to shoot down what he called “lousy ideas.” Today, the world is awash in lousy ideas — so maybe it's time to get some more Feynman in our lives? (Part one of a three-part series originally published in 2024.)   SOURCES: Helen Czerski, physicist and oceanographer at University College London. Michelle Feynman, photographer and daughter of Richard Feynman. Ralph Leighton, biographer and film producer. Charles Mann, science journalist and author. John Preskill, professor of theoretical physics at the California Institute of Technology. Stephen Wolfram, founder and C.E.O. of Wolfram Research; creator of Mathematica, Wolfram|Alpha, and the Wolfram Language.   RESOURCES: "How Legendary Physicist Richard Feynman Helped Crack the Case on the Challenger Disaster," by Kevin Cook (Literary Hub, 2021). Challenger: The Final Flight, docuseries (2020). Perfectly Reasonable Deviations From the Beaten Track: Selected Letters of Richard P. Feynman, edited by Michelle Feynman (2005). The Pleasure of Finding Things Out, by Richard Feynman (1999). Genius: The Life and Science of Richard Feynman, by James Gleick (1992). “What Do You Care What Other People Think?” by Richard Feynman and Ralph Leighton (1988). "Mr. Feynman Goes to Washington," by Richard Feynman and Ralph Leighton (Engineering & Science, 1987). The Second Creation: Makers of the Revolution in Twentieth-century Physics, by Robert Crease and Charles Mann (1986). Surely You're Joking, Mr. Feynman!, by Richard Feynman and Ralph Leighton (1985). "The Pleasure of Finding Things Out," (Horizon S18.E9, 1981). "Los Alamos From Below," by Richard Feynman (UC Santa Barbara lecture, 1975).   EXTRAS: "Exploring Physics, from Eggshells to Oceans," by People I (Mostly) Admire (2023). Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

The Pat Walsh Show continues with Kendog now in studio which of course means- it's movie time! They also talk about Richard Feynman a bit.

Welcome! and Thank you for listening.   Dr. Richard Feynman, the Nobel Laureate Physicist said, "You must not fool yourself, and you are the easiest to fool" Well then let's get down to business.  The Badwater virtual 267mile race is almost completed and I feel great running an average of 16.7 miles a day on a mere 4 grams of carbohydrate.  I would never of guessed, but I am quite happy about it. Today I will review in a much different view, The China Study.  It was first published in 2006 and I have read and referenced it several times to justify my plant based dairy free diet.  I read the book but did not dig deeper until now.  I will share the concerns with you on the episode.  It is enough to dismiss all of the findings? No.  What good came out is that we should eat real food.  No processed.  Avoid sugar and seed oils. However, the protection from plant proteins are certainly suspect versus animal protein.  Listen, learn, read and make your own conclusions.   Thank you for listening.  doctordulaney.com email: jami@doctordulaney.com   water distillers: https://mypurewater.com/?sld=jdulaney. discount code: cleanwaterforsophie Review of China study with references :https://www.westonaprice.org/health-topics/abcs-of-nutrition/the-china-study-myth/#gsc.tab=0  

Doing a new little mini-series called a "History Dump" where I offer stories, ideas, and things I've found interesting from books, documentaries, and anything I've researched recently.This episode focuses on three individuals: Richard Feynman, Henry Ford, and Chris Hadfield. -----SourcesMy Life and Work - Henry FordAn Astronaut's Guide to Life on Earth - Chris HadfieldSurely You're Joking, Mr. Feynman-----Check out my books below:Daily Greatness: Short Stories and Essays on the Act of Becoming Chasing Greatness 2nd Edition - Timeless Stories on the Pursuit of ExcellenceStay connected and check out more on our website:Chasegreatness.net

2026年，SpaceX要IPO了。馬斯克說：「人類的意識，是無盡黑暗中的一根小蠟燭，隨時都有可能輕易熄滅。」川普宣布公布UFO文件。馬斯克說他沒有看到任何外星生命的證據。但這一集要問的問題，比外星人更深。如果時間本身不是真實的——如果過去、現在、未來同時存在——那些消亡的文明，那些我們失去的人，真的消失了嗎？我找到了三個人。他們是有史以來最理性、最講求證據的科學家。他們用一生建立了人類對物理現實最精確的描述。但他們也提出了假設，解決了問題，然後花了剩下的人生試圖推翻它——因為結論太奇怪，太讓人不舒服。然後，在失去面前，這些最不相信神秘的人，打從心底說出了同樣的話。一封從來沒有被寄出去的信。一個十六歲男孩寫給朋友母親的信。一個老人，在摯友去世的那天，寫下的最後一段話。三個人，三個失去，三種方式，說出同一件事。這一集，我們要穿越從1900年到1967年的量子力學發展史，從普朗克、愛因斯坦、薛丁格，到惠勒和DeWitt，用人物的故事說清楚塊狀宇宙和惠勒-德威特方程式，讓這些物理學框架回答一個每個人都問過自己的問題：那些我們失去的人，真的消失了嗎？

Vic and I were watching a Richard Feynman lecture on YouTube recently, one of those deep dives into time, space, and quantum physics that makes your brain hurt in the best way. What struck me wasn't the physics. It was something underneath it, about how much we love certainty, how hard our minds work to manufacture it even where it doesn't exist, and how that love of certainty quietly limits what we allow ourselves to imagine as possible. That's what today's episode is about. Most of us spend a lot of energy trying to get one life right. The perfect career, the right relationship, the path that doesn't disappoint anyone. And underneath all that effort is anxiety, because if there's only one right choice, the margin for error feels very small. The Odyssey Plan, which comes out of the Designing Your Life program at Stanford University, starts from an entirely different premise. There isn't just one life that's right for you. There are multiple versions that could make you happy, fulfilled, and aligned. The exercise doesn't ask you to blow up your life or make any decisions at all. It asks you to expand what you allow yourself to see as possible. That's it. Just that. Read the show notes for today's episode at terricole.com/821

In this video, we explore the differences between INTPs and ENTPs by analyzing how Richard Feynman and Albert Einstein approach math and physics. ☆Check out what I'm up to!☆Hi there! I'm Joyce, a certified MBTI® Master Practitioner, Enneagram Coach, Jungian Typology Expert, Master NLP Practitioner, and Gallup® CliftonStrengths Coach.WONDERING WHICH ONE OF THE 16 PERSONALITY TYPES YOU ARE?Book a session to get my take on your type. I'd love to help guide you on your type-discovery journey!Here is my scheduling link to arrange a time with me:https://calendly.com/joycemengcoachingI charge $85 for a typing session. Another colleague of mine certified by Personality Hacker will work alongside me and we will give you our independent assessments of you.Want to go deeper? For $97, you can purchase a typing session with 1 hour of additional coaching with me.Or maybe you know your personality type already and are seeking some type-based coaching? As a trained coach, I can help you apply type concepts to all areas of your life for lasting change. The coaching session rate is $75 per hour for a bundle of 3. :)By purchasing a session, you will help support the Type Talks channel and gain personalized mentorship and guidance from an experienced industry expert with over 12 years of experience.If you'd like to get in touch, you can email me at joycemeng22@gmail.comFor those of you who are interested, I am also launching a website and releasing a typology book next year! Here's a link to my coaching website if you'd like to learn more about me and the services I offer: https://www.joycemengcoaching.com/Connect with me on Twitter: https://twitter.com/JoyceMeng22Like the show? Buy me a coffee! (it means the world to me): https://ko-fi.com/joycemengShow your support by becoming a monthly patron! https://ko-fi.com/joycemeng/tiersWant to know when the next Type Talks video is premiering? Join our Discord community for the latest updates! (Inactive now, looking for moderators) https://discord.gg/ksHb7fmMcm#ENTP #INTP #16types #mbti #infj #richardfeynman #alberteinstein

En este episodio de El Viajero de la Ciencia, Carlos Alameda conversa con Iracho Pichel, ingeniero de telecomunicaciones y aspirante a físico, y Alberto Corbi, director del grado en Física en UNIR. Exploramos temas fascinantes que conectan la tecnología que usas a diario con los misterios más profundos del universo: Einstein en tu bolsillo: ¿Sabías que sin la teoría de la relatividad general el GPS de tu móvil fallaría por varios metros cada día? El Síndrome del Impostor y la curiosidad: Iracho nos cuenta cómo su deseo de entender "las ecuaciones detrás de la realidad" lo llevó de las telecomunicaciones al estudio de los agujeros negros ❄️ Richard Feynman y el Challenger: Recordamos al "profesor total" y su famoso experimento con un vaso de hielo para explicar un desastre espacial ⏳ La obsesión por el Tiempo: ¿Es el tiempo algo real o un fenómeno emergente? Debatimos las teorías de Carlo Rovelli y la física cuántica El límite de la tecnología: De la guerra por los megabits a la batalla contra la latencia y la velocidad de la luz. ¿Estamos llegando al final de la Ley de Moore?

# Episode #4_30 – Where Your Mind Is **Empowering Story Podcast** --- ## Show Notes In this profound episode, Nia and Jean invite listeners to explore the true nature of the mind and its role in healing from trauma. Drawing inspiration from Richard Feynman's sensory deprivation experiments, the conversation challenges the ingrained belief that the self is located "behind the eyes," revealing how neuroscience demonstrates this sense of location is an active construction of the brain, not a physical fact [00:01:08](/timestamps/68). Key themes include: - **The Constructed Sense of Self:** Discover how the mind creates the compelling illusion of being centralized, and how experiences in sensory deprivation reveal this as a brain-driven process [00:03:40](/timestamps/220). - **The Mind as a Process, Not a Place:** Understand the "homunculus fallacy"—the myth of a "little person" inside the mind—and the science behind distributed neural patterns [00:06:06](/timestamps/366). - **Trauma and the "Pattern" of Mind:** Learn why intellectual clarity about trauma doesn't always lead to emotional healing & see how coping strategies like emotional distance are vital adaptive responses [00:10:12](/timestamps/612). - **Gentle Reorganization and Safety:** Explore the TES (The Empowering Story) approach, using structured writing and "embedded awareness" to safely reorganize patterns of thought and feeling—without forcing breakthroughs or overwhelming survivors [00:15:02](/timestamps/902). - **The Extended Mind Hypothesis:** The mind doesn't end at the skull—writing, objects, and environment become part of mental processing, with concrete tips on changing your environment to support healing [00:19:01](/timestamps/1141). Throughout the episode, listeners are encouraged to notice their own reactions, embrace slow change, and respect the intelligent survival adaptations built into their minds [00:20:30](/timestamps/1230). **Notable Quote:**   "You are not broken. You are a system that adapted. You are not defective. You are a brilliant, dynamic system that adapted to survive the unimaginable." [00:18:30](/timestamps/1110) --- **Resources & References:** - Richard Feynman's sensory deprivation experiments - Homunculus fallacy & neuroscience of self-location - The Empowering Story (TES) methodology **Next episode:** More insights into the process of healing and self-exploration. --- *Thank you for joining the Empowering Story Podcast. Change begins with noticing—even for just a moment [00:20:54](/timestamps/1254).*

Nesse ep vamos descobrir porque o tempo está passando tão rápido. Porque o tempo tem velocidades diferentes em momentos diversos de nossas vidas. E como recuperar a nossa experiência de viver… prepare-se para um encontro incrível entre a física de Richard Feynman e a teoria psicanalítica de Jacques Lacan.

In today's episode, Dr. Killeen shares a simple learning strategy inspired by Richard Feynman that can level up your clinical skills, leadership, and systems. The idea is straightforward. If you really want to understand something, try explaining it in plain language like you are teaching a sixth grader. By choosing a concept, simplifying it, identifying gaps, and refining your explanation, you quickly uncover what you truly know and where you need to grow. Real learning happens when you can explain it clearly and simply.

How do you run an offsite that actually changes performance — not just conversations? In this episode, Travis Timmons and Kelly Allan share with Andrew Stotz what happened during the Fitness Matters off-site. They discuss how a Deming-inspired approach helped their team tackle a critical business aim, align around system improvement, and turn employee engagement into measurable competitive advantage. TRANSCRIPT 0:00:02.5 Andrew Stotz: My name is Andrew Stotz and I'll be your host as we dive deeper into the teachings of Dr. W. Edwards Deming. Today I'm continuing my discussion with Travis Timmons, who is the founder and owner of Fitness Matters, an Ohio based practice specializing in the integration of physical therapy and personalized wellness. For 13 years, he's built his business on Dr. Deming's teaching. His hope is simple. The more companies that bring joy to work through Deming's principles, the more likely his kids will one day work at one of those companies. And we also have a special guest, Kelly Allan, who is a long term practitioner of the teachings of Dr. Deming. And he's also been instrumental in bringing the teachings of Dr. Deming to Travis and Fitness Matters, and particularly to this offsite. So the topic for today is how a Deming style offsite can strengthen your company's competitive advantage. Travis, take it away.   0:01:01.4 Travis Timmons: Hey Andrew, thanks again for having us and super excited to share with Kelly and your audience how our offsite went a couple of weeks ago. The short answer, kind of the upfront, is it was amazing. We had fun, number one, which is always important, but engagement from the team was through the roof. For four and a half hours straight. We worked on the work together and had Kelly there to make sure we were appropriately following Dr. Deming's teachings. Had Kelly there to facilitate and a couple of fun things we did. One was the red bead experiment, which I'm sure we'll talk about as we go through the conversation here. The short answer is I know in the last podcast we talked about the preparation that Kelly worked with myself and our leadership team on in preparing for a Deming focused and led offsite. We did that and it was just amazing. What were your thoughts, Kelly?   0:02:06.4 Andrew Stotz: I'm curious, Kelly, as an outsider helping them, observing, what are your observations of how it went?   0:02:14.2 Kelly Allan: I think there was just incredible energy and interest in figuring out some of the challenges ahead for the company. People came in well prepared and it showed. The interactions in the breakout groups, interactions in the full groups. Often when you're in a full group of 60, 70 people, folks are often, especially new folks, and the company's been growing and adding new people, new folks are often somewhat hesitant to speak up. But the culture of the people in that room, the culture of the organization is bring it on, let's have a conversation, let's hear what people have to say. Let's share theories, let's get down and debate and wrestle with some of these things that are not easy. There's no low hanging fruit here. It's complex stuff in a complex and highly competitive industry.   0:03:28.9 Travis Timmons: Some of the feedback we received, I think I shared last time, Andrew. As Kelly said, we've hired several new team members and they've all shared with me just a breath of fresh air from where they came from before. The power of this offsite with it being focused on some of the core teachings of Dr. Deming allowed them to see how is this different? They know they like it, they know the culture is different. They know they can provide care the way they want to. They know they can have a voice, have an impact on the system. But they didn't really know why they just liked it. Having a Deming focused offsite to explain a little bit, you can't fully explain Dr. Deming in four and a half hours, but we covered quite a bit. Make the system visible, operational definitions. What are a couple other ones with the red bead, Kelly? We did some tampering.   0:04:28.8 Kelly Allan: Making sure that we're not being confused by visible numbers alone. That what's important is how we work on the system so that we're not doing special efforts all the time to get great results. It's built into how we do things.   0:04:43.8 Travis Timmons: To Kelly's point, part of why our team, for four and a half hours we had over 50 people all in, sharing thoughts without hesitation because one of the things we talk about in the very beginning of the meeting, one of Dr. Deming's core philosophies, if that's the right way to put it, Kelly, correct me if I'm off base here, but 96% of issues within an organization are system issues, not people issues. When you put that out there, we're here to talk about the system and improve it and make it visible. We're talking about problems with systems and processes, not people. Then the gloves are off and let's dive in and we're gonna say whatever's on our mind and there's no drama, there's no feeling of any backstabbing or throwing under the bus. We just get to work on making the system work better for everybody. That's where it's fun and fast.   0:05:41.9 Andrew Stotz: What I'm hearing is that Dr. Deming, my favorite quote is "people are entitled to joy in work." And part of the key to joy in work is contributing. People want to contribute in life. I love that word because I think everybody wants to feel like they're contributing to a mission, to an aim, to a goal, to a team. And one of the biggest problems we have these days is siloing off people and getting them focused on this little area and missing the whole bigger picture. And so to some extent, you've proven through what you've done that people really do want to contribute. Throughout this discussion, what we're gonna be talking about is this concept of Deming style offsite. And I'm gonna push back at times to try to make sure that we're clear on what's a Deming style offsite. Because it's not to say that Dr. Deming said this is how you do an offsite. But what we're talking about is your interpretations of how do we apply this thinking to this particular meeting style and offsite and ensure that we're true to that.   0:06:56.6 Andrew Stotz: One of the first questions I would discuss is just the idea that maybe you just had a really open, caring environment. And so is that Deming or was that just that? Or maybe you did a lot of prep. You guys have done a tremendous amount of prep. That's what I was impressed about in our prior discussions. Maybe you prepped, maybe you focused on the one thing. Those types of things is what could go through people's minds. Why is it that you're calling this a Deming styled offsite?   0:07:34.9 Kelly Allan: Well, I think in part it starts with Deming's teachings and continued Deming's teachings. I think it might be useful to start with the aim, to have Travis talk about the time that he spent researching and thinking and what's going on in the industry. And even though we can talk later about their industry leading statistics and data and recognition etc, it's off the charts. It starts with the aim. And Dr. Deming said let's be focused on the aim. And so there are a couple, Travis, you wanna just talk about the content aim and then we can talk about even a more cultural Deming cultural aim.   0:08:21.1 Travis Timmons: That was one of my early learnings years ago, Andrew, was the difference of an aim versus a goal. And so from the perspective of this offsite through the Dr. Deming lens, our aim as an organization is to maintain one to one care because we believe that results in optimal outcomes. And it's very rare in our industry to have one to one care. Part of how we do that is we have to be industry leading in everything we do. And the thing that we are industry leading in, but I feel it was the one thing that we could improve upon was our arrival rate. Patients get better if they show up, team members are happy, they don't want holes on their schedules. Referring physicians are happy. Everybody wins. So that aim of a higher arrival rate was our aim of this offsite and conversation.   0:09:17.6 Andrew Stotz: Can you back up just for a second and define arrival rate for those that didn't listen to prior discussions on it?   0:09:23.9 Travis Timmons: Sure. Arrival rate is a visit we have on the calendar. Do they show up or do they cancel? And part of what we worked on and a little bit of an aside here is operational definition of what's a cancellation on our schedule to make sure we're measuring what we want to measure. A funny aside, competitors, we hired several new team members came from other organizations and they tout an arrival rate that is high, like 92% arrival rate. Right.   0:09:55.9 Travis Timmons: And I asked them in the meeting and Kelly will remember this, I said, I know your institutions claim a 90 plus percent arrival rate. Did you have a 92% arrival rate? And they said, absolutely not. But they had people on their team, for example, the front desk might have been bonused based on arrival rate. So how they would take visits off of the calendar would not negatively impact arrival rate. So we talked a lot about operational definition and our aim is to study what we want to study, not to tamper or. Kelly, you share your favorite saying. There's only three ways to get better numbers, and those are   0:10:39.6 Kelly Allan: Manipulate the numbers which you were referring to from another company. Manipulate the system that gives you the numbers. So that also kind of fits with, well, we're not gonna call that a late arrival or a late cancel or a non arrival. We're gonna call that something else so we can manipulate the numbers. And then the third way, which was Deming's way, which is how do we figure out how to improve the system so that late arrivals go down. So that they're a natural part of what we do when people show up, the patients show up when they need to.   0:11:14.6 Travis Timmons: Yeah. And I think that's one of the things to your point earlier, Andrew, is was it just a happy go lucky meeting because Travis and Kelly have great personalities. Well, we know that's not true.   0:11:26.9 Kelly Allan: Speak for yourself.   0:11:29.3 Travis Timmons: But no, I think anymore people know when they're working on something meaningful that's gonna have an impact on their lives or where you're just there to drink coffee and have snacks. People don't suffer fools, right? They want to be there. To have a team of 50 plus people leaning in for almost five hours doesn't happen just because it's a fun environment. To your point, it's the right question to ask. I appreciate you asking that. It comes down to they understand that we're a Deming organization. They understand that what we're talking about is gonna be implemented in a Deming way. We'll talk about that more as we go on, but that, to Kelly's point, was starting with the aim. Our aim is improving arrival rate. How do we do that? That's where the Deming offsite comes into play. Kelly and I and our leadership team worked on, okay, how do we best convey this problem and this aim to our entire team rather than just five or six leadership people working with Kelly and just coming up with our own ideas and then spitting it out to the team at a monthly meeting?   0:12:47.8 Travis Timmons: The power of them owning and seeing the problem and then working on system improvement is the power of that is unmeasurable, as Dr. Deming would say.   0:13:03.1 Kelly Allan: Yeah. I think we talked about the aim to be able to continue to do the one-on-one care with patients because most companies are doing two patients, one physical therapist, three patients. Locally here in Columbus, Ohio, where Travis and I are at, we sometimes hear about classes of five patients with one physical therapist. Physicians and insurance companies, these people are not getting better. Right? These people are... Or if they get discharged, 'cause that's a way to get a better number. "Oh, we got them out." But they come back because they're not really healed. They don't really know how to take care of themselves the way they do when they come out of Fitness Matters. One of those overarching aims has to do with building the culture even further so everybody understands the why behind the what. We could say the what is how do we increase those arrival rates, and then the meeting was about the how we're gonna figure that out, how to do that. But the overarching piece had to do with the why. Why does this matter?   0:14:16.9 Kelly Allan: How do we see...If we see the organization as a system and we use a fishbone chart as a way to visualize some of that, everybody can see handoffs. Everybody can see how different parts of the system, of that patient journey, that patient story, intersect and how what happens upstream affects downstream and how the feedback loop from the discharge point of a physical therapist discharging the patient, how that can wrap back into the understanding of the customer care coordinators and how they can work with that at the very beginning of that relationship with the patient. It's all a part of a system, all a part of continuous flow. We wanted to make sure that everybody, especially the new people, really had a visual, a view of the organization as a system and how they interact. Part of those weeks of planning, it wasn't every day all day long. You start with some ideas, you refine them, you get some research, you refine them, you refine further. Travis spent a lot of time on that. Part of that value is time for reflection, time to have the others on the leadership team weigh in, give their points of view so that we're really seeing this from a fishbone perspective as well.   0:15:44.5 Kelly Allan: So now we can go into that meeting with everybody, and their homework was in part the fishbone with some instructions on how to do that and some examples of how to do that. And that was pre-work. So people came into the meeting already successful. They had already figured some things out. This just gave launch, just gave liftoff to the energy. They'd done this work, to your point, Andrew, they're making a difference, and it just fed on itself. The output was stunning.   0:16:21.0 Andrew Stotz: Travis, I'm gonna write your company aim as I heard it from you, and that is, or from both of you, is maintain one-to-one care. It's best, it's rare, it works. And the off-site aim was different from the company aim. It was the number one thing that we can do to improve that company aim is improve our arrival rates. Correct?   0:16:51.4 Travis Timmons: 100% correct. And you talk, I think you used the term silos earlier, Andrew. Part of the aha moments and making the system visible and working on this and building culture and teamwork, when everybody sees the complexity within your organization and understands that, there's a lot more willingness to support, like, "Hey, we need to change this process at the front desk," even though it may not be optimal for the physical therapist, as long as it achieves our overarching aim and improves joy in work for the front or less friction for a client coming in. Now the team starts to see and understand, all right, that's a system win rather than silos or turf wars. The amount of energy that is spent on that in organizations is... I couldn't do it.   0:17:52.9 Andrew Stotz: Another thing I think that would be difficult for many people with an off-site is you just had one aim. If we were doing prep in the companies that I know and I own and others, we're gonna list out 17 things we want to talk about in that four-and-a-half-hour off-site. From your perspective, why is it so important to get this one focus, one aim? And then I want you also to tell us more about how it went. We've set it up now, so just one last thing on the setup is this idea of focusing on one thing when you've got 17 different problems in our company and we got everybody together and you're telling me just one thing.   0:18:40.5 Travis Timmons: Well, and Kelly can chime in here because he was instrumental in getting us from pre-work to meeting day. But part of it, that's why it's two-and-a-half, three months of work leading up to this. We had the aim of arrival rate. All right, what are we gonna do? A lot of different ways we could have tackled that. We landed on fishbone and making the entire system visible. And that turned out to be the right move. I think Kelly can correct me if I'm wrong.   0:19:15.0 Kelly Allan: I would agree.   0:19:16.0 Travis Timmons: So we started with the aim and it's like, okay, how do we get 50 people to work on this together? Dr. Deming says make the system visible. And so we chose to do that via a couple different breakouts of a fishbone. And to your point, Andrew, when we did that, now there's understanding of complexity and then where are the biggest opportunities? Because we have seven things we're working on to achieve that aim. There's gonna be three or four large PDSAs. We're doing a software upgrade, which in and of itself... And a funny aside, so our organization's been doing the Deming approach for 13 years. Right, Kelly? We announced that we're changing softwares at this meeting. Right.   0:20:13.7 Travis Timmons: Everybody was like, "Okay, let's do it."   0:20:17.4 Kelly Allan: Unheard of. I see a lot of companies, that's usually panic time.   0:20:23.5 Travis Timmons: And it was announced at the beginning of the meeting. Any questions? "Nope, sounds like the right move for our aim."   0:20:32.3 Kelly Allan: Well, Travis, you provided the why behind the what. The what was that we have to change the software. You provided the rationale from all points of view, including from internal people who deal with the software to making it even less friction for customers and for physicians and for insurance companies, etc. People understood the why behind that what, and now they're ready to work on the how.   0:21:06.4 Travis Timmons: And I would even argue, because I agree with that, and because we've done Dr. Deming and have had success and accomplished so many things that people don't believe we've been able to accomplish as an independent organization, having lenses to look through and "by what method?" That's one of my favorite Kelly Allan-isms. By what method?   0:21:33.5 Kelly Allan: That's a quote from Dr. Deming.   0:21:36.0 Travis Timmons: Oh, okay. We're good.   0:21:38.9 Andrew Stotz: We stand on the shoulders of giants.   0:21:41.6 Travis Timmons: Yeah. There's a high level of trust in our organization that we can implement change. I think that...   0:21:51.3 Kelly Allan: I agree.   0:21:51.8 Travis Timmons: I don't want to undersell that in terms of how powerful that is that I announce we're changing our entire operating software in a few months and the entire team was... And we told them why, to Kelly's point. But to make that announcement and then just have everybody say, "Okay. Cool." I think that's crazy to me. I believe it because of everything else I've seen happen over 13 years. But to have a way, by what method, using Dr. Deming's principles, PDSAs, operational definitions, system view, we're gonna diagram it. Everybody left there confident that, "All right, we can do this and we're gonna do it." Anyway, what would you add to that, Kelly?   0:22:40.9 Kelly Allan: Yeah. I would say that fulfilling the promises that have been made at previous offsites just builds the credibility that this leadership team gets it, understands it, and is interested in engaging people and making things happen and getting things done in a way that doesn't disenfranchise people, it doesn't beat up on people, it doesn't cause harm, but people work together because they wanna figure it out. It's fun to figure it out. Yeah.   0:23:17.5 Kelly Allan: It can be at times a little too much fun, a little too exhausting to figure it out. But we're born wanting to make a difference and people can come to work there and know that they have a voice, they're heard.   0:23:33.1 Travis Timmons: And I think that's our superpower that I've learned from Dr. Deming is if I'm the only one figuring stuff out, we're in trouble. We're in trouble. So the team knows that we're gonna bring stuff, we're gonna talk about it, and we're gonna solve problems collectively through the Dr. Deming philosophy. That's something that just popped in my brain, Andrew, because it was such a non-event. But in most instances, that would have been the entire meeting would have been about that, the side conversations, people coming up to me...   0:24:15.0 Kelly Allan: And Travis, there would have been a lot of discussions at a non-Deming company about, "How do we get buy-in?"   0:24:22.4 Travis Timmons: Right.   0:24:22.8 Kelly Allan: "How do we manipulate people into saying this is okay?" We didn't have any...We didn't spend a minute on that.   0:24:30.5 Travis Timmons: Not one person asked me about the software the entire evening at dinner. It was just like, "We're gonna do it." It just struck me because it was a non-event in the meeting, but I think that would have been rare had we not had our history of Dr. Deming's approach and how we presented it in the meeting.   0:24:52.9 Andrew Stotz: Kelly, you said something that made me think of a book that I read in the past by Richard Feynman called The Pleasure of Finding Things Out. Great scientist. You talked about contribution and the desire for contribution and you talked about how people were figuring things out. And that's fun, that's exciting. That's what people want to get out of their management team and out of their employees. In some ways, I feel like you're talking about recess, a playground. Put all that stuff aside, let's go out and let's build this thing. All the joy that we did have when we were young. Think about, "Let's make a sandcastle! Yeah, you do that, I'll do this." That excitement...   0:25:45.0 Kelly Allan: That's what it was in the room that day. Different breakout groups working on different parts of the fishbone and then bringing them together and debriefing around it. It was very exciting. The energy was high. Andrew, you mentioned something, I think in part you were channeling Dr. Deming there because he also pointed out about how we're born wanting to make a difference, to make a contribution. Then we go to school and that gets beaten out of us with grades and command-and-control teaching, et cetera, et cetera. But to your earlier question about what makes this unique, special in regard to Deming, Travis mentioned the complexity. And so we go right back to the core of Deming: understanding variation and special cause, common cause, the important few things versus the trivial many, and how do you sort through those? That makes it very Deming. It makes it very Deming. The other thing that you won't see, and I've been in a lot of them through the years, in most offsites is those conversations about the why. It's usually, "Competitor's doing this," or, "We gotta make more money," or whatever.   0:27:01.0 Kelly Allan: No, the why for Fitness Matters is to achieve those aims. Right.   0:27:07.1 Andrew Stotz: Some of the things that you mentioned: have an aim, what makes this a Deming style, have an aim, think system, not individual focus, understand variation and how that can help you think system, not individual focus. You talked about pre-work, taking it seriously, and I would say that kind of responsibility for your employees and the environment. I was blown away with the amount of pre-work that we talked about previously. You talked about some tools like fishbone as an example. You've talked about the why. Travis, why don't you give us a very high level... We arrived at this time, this was then, we did this first, then we did that, then that. So we can just understand the structure of this meeting a little bit.   0:27:59.5 Travis Timmons: Sure. We've been big on operational definitions. So the operational definition of start time is Travis will start talking at 12:30 to start the meeting. Learned that one over the years. And I...   0:28:18.2 Travis Timmons: It was at a new location, so we had a couple people go to the wrong place. We put the map inside of the homework, swim upstream, try to make this as easy as possible. But to answer your question, we had an operational definition of the meeting starts at 12:30, and that means the meeting begins at 12:30. Operational definition, we had name tags. From an efficiency standpoint, we had six tables when we were going to do breakouts. People picked up their name tags, it had number one through six on it, so they know what table they would be going to at breakouts. We did a quick intro of every team member and what location they work at because we have had a lot of growth. Put names with faces, introduced Kelly so that everybody knew who he was. There's probably 11 people that didn't know who he was in person introduction and how that was going to be diving more into Dr. Deming. I made it very clear up front that this meeting, we're going to celebrate wins from 2025, but I made it very clear we're going to go through those quickly, not because they weren't huge wins, but because we had a lot of work to do to make sure we stay on that growth and excellence trajectory.   0:29:38.2 Travis Timmons: So we went through all of our wins for 2025. We reviewed our BHAGs, and then we got into the aim. In 30 minutes, we introduced everybody, we went over our wins for 2025, we reviewed our BHAGs, one of which is to be the best, leverage technology better than any physical therapy practice in the country was one of our BHAGs. Then I dovetailed that into, and we're switching softwares in a few months. Any questions? No. We go right into, here's what we're going to be working on today, referenced they're going to be using their homework, so they brought their homework booklets with them. We had PowerPoint slides so they knew what the directions were for the first breakout group. Kelly and I got there early and some of the leadership team got there early. We had the table set. We had the, I call it newsprint, up on tripods ready to go. You want to be prepared. They hit their tables because of the name tag. We had leaders assigned for each table.   0:30:50.1 Kelly Allan: And they were trained in advance. Yeah. Facilitators. Yeah.   0:30:53.5 Travis Timmons: We had leadership.   0:30:54.7 Andrew Stotz: So there was an intro period and then you said, "This is our aim and now go to your tables," or how did that... What were you telling them to do at the tables?   0:31:06.0 Travis Timmons: We told them the aim, reviewed the aim. To your point earlier, Andrew, overarching aim is maintaining our one-to-one care model.   0:31:14.0 Andrew Stotz: Yep.   0:31:14.7 Travis Timmons: Our aim of the meeting is how do we improve our arrival rate as an organization to greater than 85%? One of the ways we're going to accomplish that is making the entire system visible. We're going to go to our tables and we're going to work on... We had the fishbones drawn at each table, but we wanted them to fill in the fishbone as groups from their homework because everybody brought different ideas to the table. We wanted some conversation around that.   0:31:44.2 Andrew Stotz: That was a general fishbone. I think I remember later you talked about then breaking it down into separate fishbones, but that was just a general one to review what they'd done.   0:31:54.8 Travis Timmons: General one, work on the work together. To Kelly's point earlier, just the energy around working on ideas or, "Hey, I hadn't thought about that," or, "I didn't even know we did that in our system." Right.   0:32:07.0 Travis Timmons: Just understanding the complexity and really just getting the juices flowing on, here's what we're going to be working on because the next layer is going to be diving deeper into each one of those.   0:32:18.5 Andrew Stotz: How long was that period of going through the first fishbone and looking at their homework, discussing it together? How long did that last?   0:32:27.7 Travis Timmons: That one was a half hour because they'd already done the pre-work, so we assumed most of it was already going to be done. It was just kind of...   0:32:38.4 Andrew Stotz: Did you have them present any of that or that's just, "Go through that and that'll prep you for the next thing"?   0:32:46.0 Travis Timmons: We had them spend 25 minutes on that and then we saved room for five minutes for them to have kind of sharings or learnings or ahas. What did this experience teach you? Do you have anything to share?   0:33:01.9 Andrew Stotz: They're doing that within their group or they're doing that...   0:33:05.1 Travis Timmons: We went table by table and had them share with the entire team. Table by table, we had the team lead or anybody at the table, "Hey, what'd you think? What'd you learn?"   0:33:14.3 Andrew Stotz: Someone may say, "I didn't even realize that this impacts that and I just realized that now after seeing it." Okay.   0:33:24.0 Travis Timmons: Yeah. What are some of the things you heard, Kelly? I heard, "Oh, this is complex."   0:33:29.8 Kelly Allan: I also heard things like, "Well, I know how to handle this, but I need to define a process so that if I'm out, someone else can do it." Right? It's those kinds of little aha moments. Others were just, "Oh, is there a way for us to systematize that even further?" Again, it was that thinking about the system coming out in their comments. I think another part of the appreciation was really recognizing that a lot of people have to win. Deming talked about win-win being very stable and win-lose is not. They wanted to make sure the patients and the clients win, the physicians win, that the insurance companies are getting what they need, that the PTs and the Pilates people and the MAT people, etc., and the customer care coordinators are also having joy in their work. Because when you have a joyful staff, customers, clients really appreciate that. They just know there's something different. There's something different.   0:34:42.0 Andrew Stotz: And one question is, did you have any drift at that point where people started talking about other things that were unrelated but were key problems they're facing, or was setting your aim and doing the pre-work really kept them on track?   0:34:56.8 Kelly Allan: Great question. Yeah.   0:34:58.5 Travis Timmons: They were focused. They were focused the entire meeting. One of the things I learned it from Kelly or Ray, or maybe you taught Ray, I don't know, but we have a piece of paper we put up at every off-site, Andrew, we call it the parking lot. So that if somebody does have an idea that's outside of what we're there to tackle, we just have them go up and write it down so that they're heard, and it could be important, for sure, but we're not working on that today. We gotta stay laser-focused on what we're here for. So we have a parking lot, which has been super powerful, but nobody went to the parking lot the first half of the day at all.   0:35:39.2 Andrew Stotz: That's good. That's better than the woodshed. Excellent.   0:35:43.5 Travis Timmons: Speaking of the woodshed, this is one of my... I think this is one of the critical learnings, one of the many critical learnings I've had with Dr. Deming and the approach to leadership's responsibility. For me as the owner, at the end of the day, the buck stops with me, is to create joy in work, to create engaged teams where they can do fulfilling work. So you talked about the woodshed. It reminds me another one of my favorite quotes. A lot of owners or leaders talk about, "We have a lot of dead wood around here. Have a lot of dead wood on our team." The first Deming off-site I went to, Kelly said, "Well, there's only two ways that could have happened. Either one, you hired dead wood, and if you did, that's on you with your hiring process. Or number two, you hired live wood and you killed it. Either way, it's on the owner and leadership."   0:36:52.4 Kelly Allan: And I stole that from Peter Scholtes.   0:36:55.5 Andrew Stotz: Okay, got it.   0:36:57.0 Travis Timmons: But that struck me in terms of, okay, responsibility's on Travis to ensure we don't have that. Can't point fingers anywhere else. It's not people coming in with bad attitudes. So anyway.   0:37:15.8 Andrew Stotz: Okay, excellent. So now you've had the general fishbone discussion, you've had people present what were their key learnings from it. What happened next?   0:37:26.6 Travis Timmons: Just some quick aha's, anything from the homework, stuff like that. And then from there we did a couple-minute break and then we went right into the...   0:37:37.9 Andrew Stotz: It sounds like a HIIT, like a high-intensity interval training here. We did a couple-minute break.   0:37:44.6 Travis Timmons: We had work to do, man. People were there to get work done and get on to dinner. We had snacks and water in there they could grab real quick. Restrooms were close. And then agenda, we've gotta stay... And the team understands we have to do what we're doing, we have to be excellent in all categories. So the next thing we did, we came back together as a team, the entire team, and Kelly did the red bead experiment in preparation for the next breakout. Super powerful. For those that have seen the red bead experiment and how Dr. Deming used that to show how the willing worker shows up wanting to get all white beads, right? And the white bead, it's the white bead company, but there's red beads intermixed. No matter how hard they try, or Kelly offered a hundred-dollar bonus to somebody if they would just only bring out white beads the next time they put their paddle in, and it just had that visceral, in-the-moment realization that people show up wanting to do a good job. And issues, so the red beads were what we called cancellations impacting our arrival rate. Therapists want their patients to show up. Front desk wants, the client care coordinators want their patients to show up. Physicians want their patients to show up. So what do we need to do? It can't be bonus them if they show up or just try harder. What's not working? So that was a great...   0:39:23.4 Andrew Stotz: Why don't we go to that for a second. We're gonna have Kelly, maybe you can tell us a little bit about what you observed from that, and then we'll continue on with the rest of the structure.   0:39:36.2 Kelly Allan: Well, the way we set up the red bead experiment was very much focused on the real challenges and real issues that everybody at Fitness Matters faces in terms of this topic of increasing the arrival rate and how complex that is. I think the red bead experiment demonstrates for not only the people who are the willing workers and the people who are the inspectors and the person who is the scribe who keeps the spreadsheet, they realize that the numbers alone are not telling us what's going on. They realize that unless there's a system improvement, process improvement, and people working together to make those happen, you can bribe people, you can incent people, you can threaten people, you can send them home, you can give them a performance appraisal, you can do every kind of command-and-control management, but you haven't improved the system in which people work. There's still red beads. There's still red beads. We have to reduce the friction, we have to change the paddle. We have to figure out how it is we can help make it possible and easier for clients to want to show up so that they can get healthy and so that they can really appreciate what happens when they don't show up, how they are a part of the system. Once they become a patient, they're a part of the system of Fitness Matters.   0:41:18.3 Andrew Stotz: I'm just curious if there was also anything different. You've done the red bead experiment a lot of times with a lot of different types of companies. Were there any observations you had of the way they interpreted that that was either the same or different? What were some of your observations there?   0:41:37.7 Kelly Allan: Well, we planned it so that Travis and his leadership team could really do more of the debriefing so that they would have the context for the people in the audience as well as for the people on the stage, versus just a more generic, which is still powerful, to talk about how the system's in control and is this a common cause system or a special cause, what's really going on. Travis and his folks were able to then bring that context to the red beads, which I think made it especially powerful for this audience, for this group.   0:42:16.2 Andrew Stotz: Excellent. Travis, why don't you continue?   0:42:22.0 Travis Timmons: As Kelly shared, the leadership team debriefed after the red beads of the learnings and how that might be. The red beads were the cancellations that we currently have. Then we introduced, "Okay, now what we're gonna do is go do a deeper dive into the fishbones." There's five primary parts of our system, five bones. Each bone we're now gonna break out and work on the granular details. We did a fishbone for each of the larger bones.   0:43:01.8 Kelly Allan: Why don't you give a couple examples of the bones if you have it handy?   0:43:07.3 Travis Timmons: First bone is what we call initial contact. The first time a client has an interaction with Fitness Matters. Could be website, could be a physician referral, could be a neighbor talking to them, could be driving by. Initial contact, that's bone number one. How does that entire process work at Fitness Matters? Where's the friction point? Are there people that we don't even get into our door efficiently? They're not coming in set up for success, for example. Next bone would be setting them up for the evaluation. Third bone is evaluation day. Fourth bone is every subsequent visit up until discharge. And the fifth and final bone is discharge to ongoing wellness and how do we continue to stay connected? Those are the five bones as you flow through as a client at Fitness Matters, and the five major gates, if you will, is how we looked at it.   0:44:07.8 Kelly Allan: Every one of those is filled with complexity. There are a lot of little details to reduce the friction for the clients and for the system, for the patients in the system. I think that was an aha moment for people as well because a lot of them are in the quadrant four of unconscious competence. They've been doing this job well for a long time and they tend to forget the complexity. We have to identify the complexity so we can work on it and make it less complex, more streamlined, and so new people coming in can appreciate why Fitness Matters makes informed, thoughtful decisions about how they do things. It didn't just happen. These have been thoughtful things that have been worked on for years, but they can still be improved further and we can document them and make them more visible. When people saw all those little bones coming off the main bones, it's like, "Wow, there's a lot of little things that happen and we can impact almost all of those."   0:45:18.1 Travis Timmons: In some of the work we've already done on the bones to already have industry-leading arrival rate, but I think we can do better. We're one of the few, maybe one of the few medical appointments people have in their lives, not just physical therapy, but in general, that you go to do a medical appointment, do you know what it's gonna cost you out of pocket before you show up? Generally, you don't. We've swam upstream to make that visible to clients, so they already are coming in knowing what the cost is gonna be and are we providing that value? Just an example of, okay, can we swim further upstream with that and make it easier to pay and make it visible on their insurance deductible and all of that?   0:46:05.9 Kelly Allan: Well, and also, Travis, I think... I was just gonna say in terms of how many times have people been to a doctor's office, they've had to fill out a whole bunch of forms either online or in the office and then nobody ever looks at it. Something that Fitness Matters has been a leader on for a long time, which is how many of these questions are really required? How are we really gonna use that information? Let's not have seven pages. Can we get it down to four? Can we get it down to three? And increase... Because remember Deming's teachings are quality goes up as costs go down. Quality goes up as we have to commit less time. Quality goes up as joy in work goes up. Right? So that's that Deming structure of, no, quality does not have to cost more. In fact, Deming said if you're doing it this way, quality will cost less. And that's in part how Fitness Matters can compete against these big, big companies and win. I think, Travis, you've gotta share some of the statistics about what makes Fitness Matters an industry leader. What kinds of things are measured that you and others look at in the industry?   0:47:17.8 Travis Timmons: One of the big things in the physical therapy industry, Andrew, is what they call outcomes. They're measurable questionnaire by body part that you have a patient fill out at evaluation day and at discharge day, and it gives you a percentage of... In our industry, they call it functional ability. Are you 100% able with your shoulder or do you have a 60% disability with your shoulder? For example, across all body parts, we're 30 to 40% above national average on our outcomes. Not even close. Because of the efficiency, our patients show up. Again, the one-to-one care model is why it's our true north, and everything we do has to support that because of those industry-leading outcomes. Our no-show rate is one of the other things we define. Again, something we're working to improve upon, but we're already nation-leading. Our definition of a no-show is 24 hours notice up into a no-show. Most companies in our industry only call it a no-show if the patient just doesn't show up. With our definition of 24 hours notice or less, we're at 4% to 5%. National average of true no-shows, just not showing up, is 15%.   0:48:45.8 Andrew Stotz: Yeah, I can imagine even probably higher than that, but 15, yeah.   0:48:49.7 Travis Timmons: 15 to 20% depending on the research. Just two examples there. The Deming approach to system thinking, team engagement, getting rid of silos, operational definitions. To Kelly's point, we worked years ago on that initial client intake. I used an example several years ago around the time we were working on that project. My one son, got him an Apple iPad for Christmas. Other son got an Xbox 360. One product we got out of the box and turned it on, it was fully charged and ready to go in about 37 seconds. The other product took all kinds of unpacking, had to plug it in, and as soon as it came up, it said software upgrade required, and it proceeded to spend the entire day of Christmas downloading the update. We just use that as an example of how hard is this? We want that same experience for our clients. How do we make it an unbelievable healthcare experience for our clients?   0:50:10.1 Kelly Allan: Well, and Travis is being way too modest here, so I have to jump in. I don't know if I have the numbers exactly right, but Travis will correct me. Let's say you have an injury or you're recovering from surgery or whatever it happens to be, and the industry average is it's going to take 17 visits with a physical therapist for you to be at some level of functionality. At Fitness Matters, it might be 13 visits. Travis, is that too high?   0:50:42.3 Travis Timmons: 10.   0:50:43.1 Kelly Allan: 10 visits. 10 visits. So cut it in half. They're getting better in half the time. That's Deming.   0:50:52.9 Travis Timmons: Yeah.   0:50:53.3 Kelly Allan: Quality goes up, costs go down. Which is why Travis then can... Insurance companies also love them, right? It's like, wow, these people are getting better and they don't circle back just because they were... Operational definition is they're well. Discharged by somebody else, oh yeah, they had their 17, 18 visits, 19 visits, they're well. No, they're not. They come back or they go somewhere else and they're claiming insurance again. Fitness Matters, they learn how to stay well.   0:51:22.4 Travis Timmons: And that brings in another important thing that we've learned over the years, Andrew, with the Deming approach. Our data is industry leading, and we've worked hard at that. And we've got a great team that works within the construct that we've created through Deming. To get back to the unknown or unknowable quote that Dr. Deming would use, our marketing costs are low because patients go back to their physicians and say, "Hey, this is the best PT experience I've ever had." And after they hear that four or five times with us and they get complaints when they send them elsewhere, all of a sudden we start getting referrals from these doctors we've not even heard of before.   0:52:07.6 Kelly Allan: Yeah. Yep.   0:52:08.9 Travis Timmons: How do you measure that? What amount of marketing dollars would have to be spent to get in front of... Like, we doubled the number of physicians that referred to us in the last year.   0:52:23.6 Kelly Allan: Yes. That's a double, Andrew. Unheard of.   0:52:27.5 Andrew Stotz: Yeah.   0:52:28.1 Kelly Allan: Unheard of.   0:52:28.5 Andrew Stotz: Incredible. So you got amazing outcomes. Let's now wrap up about where did you get to at the end of this? What did you personally and the management team end up with?   0:52:45.9 Travis Timmons: So we had some do-outs. Our closing PowerPoint slide was within two weeks we would report back with one to two updated operational definitions and probably three PDSAs that we were going to tackle. That was kind of our promise back to the team, that we would look at all the work. We have paper everywhere. People got to vote. We had a one-page paper on potential PDSAs, and we gave them little stickers to vote on where they think we should put our time and energy and resources. Our takeaway, our product, if you will, three PDSAs. One that has two under it is the new software. We're gonna start doing online scheduling, automated waitlists. I won't get into all the details, but PDSA one has software change. PDSA two, there was a lot of feedback on, "Hey, it would be great if we had kind of a scripted conversation point for the client care coordinators for these four scenarios: first phone call, first in-visit, how we take payment and make their benefits visible to them, how do we take a phone call and handle a cancellation when they do happen to ensure that it's a positive experience."   0:54:12.4 Travis Timmons: And then how do we handle kind of a no-show? Another PDSA is we're gonna have those client care coordinators create their first version of what they think the best script would be, 'cause they're the ones that do it all day. Why would I try to come up with that? And then have them send it to us and do some feedback there. Then we updated our operational definition of canceled visits so that there was clarity across the system to make sure we're measuring what we want to measure, which is how many people show up to their visits each day. We reported that back to the team last Friday, actually, to make sure we hit the deadline we promised to them. And then we let them know we're also gonna be working on kind of a third or fourth PDSA—I kind of lost track there of how we're counting it under the software—but training the entire team on what does it mean to have client engagement and what is our operational definition of client connection and client engagement. So they know we're gonna be doing that on a location-by-location basis at the March monthly meeting.   0:55:26.4 Travis Timmons: That was our takeaway. A lot of product to come away with, and they're gonna have all of the context from the team off-site to understand what we're getting ready to tackle, especially with the software change.   0:55:40.1 Andrew Stotz: My first reaction to that is, oh, those seem like kind of things that you could have figured out some other way, or there's not that many things, or there wasn't some stunning breakthrough. Explain why you're happy with what you got versus you prepared, you did a lot of work, you got those things. Some of it may be that, hey, we need to go through a process. I may have known some of those conclusions, but if we don't have a process of going through that, first we have the risk of maybe I'm wrong in what I think. And the second thing we have is that we have the risk that it's just a business run by dictate rather than getting real buy-in. I'm just curious if you could explain a little bit about that.   0:56:30.7 Kelly Allan: You said the bad word. You said the B-word.   0:56:34.5 Andrew Stotz: Buy-in.   0:56:35.4 Travis Timmons: Understanding, Andrew. Not buy-in.   0:56:38.4 Andrew Stotz: We're looking for buy-in. No. Okay.   0:56:40.8 Kelly Allan: We change it. How do we get... The conversation changes when you say, "How do we get understanding?" Now it's about the why behind the what that leads to the how, versus buy-in, which means, "How are we gonna sell this to somebody?" Sorry, Travis, I couldn't resist.   0:57:02.8 Travis Timmons: No, it's 100% true. And to answer your question, Andrew, my first answer and probably the most powerful answer we already talked about earlier, but it's very important to reiterate and maybe close with, is because of our approach and the time and investment we spent preparing for the meeting, doing the meeting, the fact that there was zero concern or stress around us switching our software system. The amount of engagement that there's gonna be, 'cause there's gonna be work to be done by all team members in preparation for that software change. I am confident I'm not gonna have to do any motivational speeches leading up to that. I'm not gonna have to bribe people. They want this to work because they understand why we're doing it, they understand the value it's gonna provide, and they understand, now that they have deep understanding of our system, they understand why we need to do this to continue to excel.   0:58:13.9 Travis Timmons: I don't know what that's worth. That's unmeasurable. But I know had I just announced this and not had any process, not a Deming approach, just, "Hey, guys, Travis thinks we need to do a new software and we're gonna change how you document, how you schedule," I feel fairly confident how well that would've gone. That would be my answer, Andrew, is the power of being able to present that to a team. They're already asking me questions about, "Have you thought about this in our system?" We have a shared Word document across the team. What questions are coming up in your system thinking? "How are we gonna message this to all of our clients so that they know they're gonna get new emails for their home program?" Great question. I had not thought of that. That is unmeasurable, but I know we're gonna be successful when we switch softwares because of our approach via Deming. What would you add to that, Kelly?   0:59:14.7 Kelly Allan: I think that's the essential nature of what happens. When you set out with a clear, healthy, thoughtful aim, you have conversations around that with your leadership team and what they can do then to filter that and start to talk about that with their teams at their locations, and then you have time to reflect and continually improve that, you're really creating a racehorse. Most off-sites, and Andrew, you've been to these, I know, they start... It's the 17 things. I thought of this when you mentioned it earlier. We start out, we have a racetrack and we want to have a racehorse. But by the time most companies get to their off-site, they've put so much stuff on that horse that it's now a pack mule. It will eventually make it around the track, but if you're competing with Travis, his racehorse, that team's racehorse has been around that track past you many, many times. You may get there, but they're already onto another track by the time you get to the finish line. You're finished.   1:00:36.7 Andrew Stotz: Yeah. You may even be releasing kittens and he's got a horse.   1:00:42.0 Travis Timmons: Kelly brings up another great point there. The other thing that gives our team confidence, because of our system view, 96% of issues are due to systems and processes, not people, the Fitness Matters team is confident that there's gonna be hiccups with a software change. They're confident they're gonna be able to talk about it in a system view quickly, and they're confident we're gonna implement change to rectify that. That goes into one of the reasons why I got zero shocked looks or zero sidebar conversations the entire day. The only feedback I've gotten is, "Hey, we're excited about it. We think we need to do this. And have you considered this as part of our system change?" I don't know what else as a business you could want.   1:01:40.4 Andrew Stotz: Kelly, I was thinking about a good wrap-up from you is to help the listener and the viewer think about how can they apply this into their business. Let's step back a little bit from Travis and think about the work you do and give us some hope, give us some guidance about, can we do this? How?   1:02:04.6 Kelly Allan: Yeah. Several things come to mind. One is that when you first start to learn about the Deming lens, the System of Profound Knowledge, his approach, it seems, it's different. It is different and it can seem to be, oh my gosh, that's so different. We'll never be able to do that. But the point is, the Deming Institute offers a two-day seminar workshop and they can learn not to be incredibly proficient or masterful in two days of how to go back and do Deming, but they know how to get started and they do get started. And then it just becomes part of, again, the Deming magic is as you start to work on these things, your costs go down, your quality goes up, and sometimes you can raise your prices because of the quality and sometimes you just are more competitive at the existing price, but you're taking work and rework and waste out of the system through the Deming approach, which allows you the time. That's the big constraint in most companies. I don't have time to work on improvement. I gotta fix this.   1:03:29.9 Andrew Stotz: Yeah. Right.   1:03:30.9 Kelly Allan: So that's a fix that's gonna fail. That's a fix that's gonna fail. So I think the message is you just want to read The New Economics. If you get the third edition, start with the new chapter. It's like 40 pages and it sums up a whole lot of what we've been talking about. Then there's DemingNext videos through the Deming Institute. You can get your feet wet there. You can then, if you want, attend a seminar or read more things or reach out and have conversations with people. But you just have to try it so that you can see that the payback is there, that the joy in work is there. And in a war for talent, they wanna work for Deming. People wanna work for Deming-based companies because they're not about manipulating people. They're about joy in work. They're about reducing the friction. So you just gotta get started and don't be just because it's so different doesn't mean you can't learn it quickly. You can.   1:04:36.7 Andrew Stotz: Yep. And Travis is a great example of that. In our prior episodes, he talked about the journey, about the pain and all that. I think that's exciting. I'm gonna wrap it up. I just have to laugh because I've been out of the corporate world for a while, just doing my own thing. But I was thinking, you mentioned about buy-in and then you said it means you're selling something. And I thought that's funny. I remember my father used to say, he used to get so annoyed because he'd say, "Yeah, let's talk around this," which was a common thing back in those days. But then I was also thinking another thing that we were saying was onboard. Let's get people onboard with this. What if you're onboard? It pretty much means you're drowning. And I just thought about those types of things that when we talk about fear and work or fear in what we're trying to remove fear and stuff, part of it is the way we speak and the way we communicate.   1:05:41.1 Andrew Stotz: Travis, I feel like I want to leave you with the last word. So why don't you bring us home?   1:05:48.0 Travis Timmons: Yeah, I think I would follow on what Kelly said is I would just the amount of joy, the amount of stress this took off of me as a business owner and as a parent thinking about things differently. And the first time you start learning about Deming's teachings and the System of Profound Knowledge, it seems a little off. Seems a little like this just doesn't seem possible. I've had several people I've talked to about that. It just doesn't work that way. To Kelly's point, I would encourage just try a couple things, whether it be do you have clear operational definitions? Have you done a PDSA? Do you know how to do a PDSA? But the two-day seminars is where you kind of do the deep dive into like, oh, okay, I need to think about things differently. So anyone struggling with a business trying the latest and greatest book that's been out or the latest and greatest compensation model to create ownership thinking within your organization or whatever the buzzwords are, this is a long-term path to clarity and to just an understanding of how you can make your organization a place that has a positive impact on the lives of your employees and your clients.   1:07:17.7 Travis Timmons: And man, if you get that right, everything else follows. Sales, profit, all the stuff that a lot of metrics look at. If you get the point of your job is to have a positive place for your team to work and how do you do that? Deming is the way to do that. Everything else follows after that, in my opinion.   1:07:38.6 Andrew Stotz: And on that note, Travis and Kelly, on behalf of everyone at the Deming Institute, I want to thank you again for this discussion. For listeners, remember, as Kelly and Travis have both said, go to deming.org, go to DemingNEXT. There's resources there so you can continue your journey. This is your host, Andrew Stotz, and I'll leave you with one of my favorite quotes from Dr. Deming. I constantly repeat it because I love it, and that is: "People are entitled to joy in work."

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Ako tento nekonvenčný a talentovaný mladík z New Yorku prepracoval základy kvantovej mechaniky a prečo sa na jeho prvé semináre chodil pozerať sám Albert Einstein? Ako jeho vizuálne diagramy skrotili matematické nekonečna a akým spôsobom pred celým svetom odhalil príčinu katastrofy raketoplánu Challenger pomocou obyčajného pohára ľadovej vody. O tom všetkom diskutujú Jozef a Samuel. Podcast vzniká v spolupráci so SME.  Na stránke stubaeuba.sk nájdete celý zoznam nových programov, ktoré spomíname v úvode.   Bonusové epizódy a extra obsah k podcastom nájdete na https://herohero.co/vedator Samuelova nová kniha už je v predaji https://www.martinus.sk/3600333-limity-poznania/kniha   Otázky nám môžete nahrávať tu https://www.speakpipe.com/vedator Podcastové hrnčeky a ponožky nájdete na stránke https://vedator.space/vedastore/ Vedátora môžete podporiť cez stránku Patreon https://www.patreon.com/Vedator_sk   Všetko ostatné nájdete tu https://linktr.ee/vedatorsk Vedátorský newsletter http://eepurl.com/gIm1y5

In this episode of the Crazy Wisdom podcast, host Stewart Alsop sits down with Markus Buehler, the McAfee Professor of Engineering at MIT, to explore how seemingly different systems—from proteins and music to knowledge structures and AI reasoning—share underlying patterns through hierarchy, self-organization, and scale-free networks. The conversation ranges from the limits of current AI interpolation versus true discovery (using the fire-to-fusion example), to the emergence of agent swarms and their non-linear effects, to practical questions about ontologies, knowledge graphs, and whether humans will remain necessary in the creative discovery process. Markus discusses his lab's work automating scientific discovery through AI agents that can generate hypotheses, run simulations, and even retrain themselves, while Stewart shares his own experiences building applications with AI coding agents and grapples with questions about intellectual property, material science constraints, and the future of human creativity in an AI-abundant world.Timestamps00:00 - Introduction to Marcus Buehler's work on knowledge graphs, structural grammar across proteins, music, and AI reasoning05:00 - Discussion of AI discovery versus interpolation, using fire and fusion as examples of fundamental versus incremental innovation10:00 - Language models as connective glue between agents, enabling communication despite imperfect outputs and canonical averaging15:00 - Embodiment and agency in AI systems, creating adversarial agents that challenge theories and expand world models20:00 - Emergent properties in materials and AI, comparing dislocations in metals to behaviors in agent swarms25:00 - Human role-playing and phase separation in society, parallels to composite materials and heterogeneity30:00 - Physical world challenges, atom-by-atom manufacturing at MIT.nano, limitations of lithography machines35:00 - Synthetic biology as alternative to nanotechnology, programming microorganisms for materials discovery40:00 - Intellectual property debates, commodification of AI models, control layers more valuable than model architecture45:00 - Automation of ontologies, agent self-testing, daughter's coding success at age 1150:00 - Graph theory for knowledge compression, neurosymbolic approaches combining symbolic and neural methods55:00 - Nonlinear acceleration in AI, emergence from accumulated innovations, restaurant owner embracing AI01:00:00 - Future generations possibly rejecting AI, democratization of knowledge, social media as real-time scientific discourseKey Insights1. Universal Patterns Across Disciplines: Seemingly different systems in nature—proteins, music, social networks, and knowledge itself—share fundamental structural patterns including hierarchy, self-organization, and scale-free networks. This commonality allows creative thinkers to draw insights across disciplines, applying principles from one domain to solve problems in another. As an engineer and materials scientist, Buehler has leveraged these isomorphisms to advance scientific understanding by mapping the "plumbing" of different systems onto each other, revealing hidden relationships that enable extrapolation beyond what's observable in any single domain.2. The Discovery Versus Interpolation Problem: Current AI systems, particularly large language models, excel at interpolation—recombining existing knowledge in new ways—but struggle with genuine discovery that requires fundamental rewiring of world models. Using the example of fire versus fusion, Buehler explains that an AI trained on combustion chemistry would propose bigger fires or new fuels, but couldn't conceive of fusion because that requires stepping back to more fundamental physics. True discovery demands the ability to recognize when existing theories have boundaries and to develop entirely new frameworks, something current AI architectures aren't designed to achieve due to their training objective of predicting the most likely outcome.3. The Role of Ontologies and Knowledge Graphs: While some AI researchers argue that ontologies are unnecessary because models form internal representations, Buehler advocates for explicit knowledge graphs as essential discovery tools. External ontologies provide sharp, analytical, symbolic representations that complement the fuzzy internal representations of neural networks. They enable verification of rare connections—like obscure papers that might hold key insights—which would be averaged away in standard AI training. This neurosymbolic approach combines the generalization capabilities of neural networks with the precision of formal knowledge structures, creating more powerful discovery systems.4. Emergent Properties and Agent Swarms: Just as materials science shows that collections of atoms exhibit properties impossible to predict from individual components, AI agent swarms demonstrate emergent behaviors beyond single models. When agents are incentivized not just to answer questions but to challenge each other adversarially, propose theories, and test hypotheses, they can spawn new copies of themselves and evolve understanding beyond their initial programming. This emergence isn't surprising from a materials science perspective—dislocations, grain boundaries, and other collective phenomena only appear at scale, fundamentally determining material behavior in ways unpredictable from studying just a few atoms.5. The Commoditization of Intelligence: The fundamental AI models themselves are becoming commodities, as evidenced by events like the Moldbug phenomenon where people built agents using various providers interchangeably. The real value is shifting from who has the smartest model to how models are orchestrated, integrated, and deployed. This parallels historical technology adoption patterns—just as we moved past debating who makes the best electricity to focusing on applications, AI is transitioning from a horse race over model capabilities to questions of infrastructure, energy, access speed, and agent coordination at the systems level.6. Human-AI Collaboration and Creative Control: Rather than wholesale replacement, AI enables humans to operate in an intensely creative space as orchestrators sampling from vast possibility spaces. Similar to how Buehler's 11-year-old daughter now builds sophisticated applications that would have required professional developers years ago, AI democratizes access to capabilities while humans retain the creative judgment about direction and meaning. The human role becomes curating emergence, finding rare connections, playing at the edges of knowledge, and exercising the kind of curiosity-driven exploration that AI systems lack without embodied stakes in their own survival and continuation.7. Technology as Evolutionary Inevitability: The development of AI represents not an unnatural threat but the next stage of human evolution—an extension of our innate drive to build models of ourselves and our world. From cave paintings to partial differential equations to artificial intelligence, humans continuously create increasingly sophisticated representations and tools. Attempting to stop this technological evolution is futile; instead, the focus should be on steering it ...

Thanks to our Partners, Pico Technology, Autel, and Independent Wrench JobsWatch Full Video EpisodeMinnesota's been a pressure cooker lately—and watching people process the same event in completely opposite ways has been… a lot. Matt sits down again with Margaret Light (LMFT, Equilibrium Therapy Services) to talk about why we're so reactive, how cognitive distortions hijack conversations, and why “how we fight” matters more than the topic. Then we drag all of it into the repair shop—because if you've ever tried to explain “it's not the same problem” to a stressed-out customer, you've already lived this episode.Key Topics CoveredWhy two people can watch the same event and walk away with 180° different realitiesThe collapse of shared “ground rules” and the rise of contempt-as-a-personalityCognitive distortions in the wild: all-or-nothing thinking, “shoulds,” rationalization, deflection, confirmation biasHolding multiple truths at once (without your brain blue-screening)Professional standards vs. personal judgment (“should” vs. conduct)Grandiosity: why it feels good and why it burns relationships downHow online reactivity becomes practice—and then leaks into work and homeRepair shop translation: The “same problem / not the same problem” infinite loop. De-escalation without admitting guilt. Curiosity as a tool: “Help me understand what you're seeing.” Perspective-taking as a discipline (yes, Richard Feynman makes a cameo)Star Wars logic traps: “If you're not with me, you're my enemy”… uh… that's a Sith problemMemorable Quotes (for the description or socials)“If you're not with me, then you are my enemy.” (and yes, we know… Sith energy)“The first thing I assess isn't what couples are fighting about—it's how they're fighting.”“You do what you practice.” (online included)“One of the hardest things to do is maintain a moderate position in response to something extreme.”“Someone has to do something different—or you'll just repeat the same statement forever.”The Shop Takeaway (listener-facing)If you work with people—customers, coworkers, leadership—you're going to deal with different realities. The fix isn't “win the argument.” The fix is:Clarify the goal of the conversation (support? facts? policy? emotion?)Validate emotion without surrendering standardsReplace “No you're wrong” with curiosity + explanationKeep integrity: don't...

Andrew Humberman BioSnap a weekly updated Biography.Andrew Huberman, the Stanford neuroscientist behind the blockbuster Huberman Lab podcast, just landed a high-profile gig as one of 19 new contributors to CBS News, announced January 27 by CBS News itself. This move cements his star power, blending his brain science cred with mainstream media reach, potentially amplifying his influence on public health chats for years to come. Around the same time, Word on Fire published a buzzy piece on God, science, and Huberman, hailing him as one of the most famous scientists alive for his neuroscience breakthroughs that snagged him tenure at Stanford. No public appearances popped up in the last few days, but his podcast stayed hot with the January 29 release of Huberman Lab Essentials episode Using Play to Rewire and Improve Your Brain, posted on hubermanlab.com and YouTube, where he breaks down how playful mindsets boost neuroplasticity via low-stakes fun like dynamic sports or chess, name-dropping Nobel physicist Richard Feynman as a playful genius. Shortform quickly summarized it, spotlighting play's opioid-driven brain rewards for lifelong learning. Business-wise, his upcoming book Protocols: An Operating Manual for the Human Body is hyped on the Huberman Lab site for preorder, promising protocols to hack mood, energy, and skills. Social media buzz is light, mostly fans raving on the site about his Nobel-worthy pod, with no fresh mentions or drama. Older noise like his Trump admin food pyramid nod from Fox News on January 8 feels distant. Hubermans keeping it lab-focused, but that CBS nod screams biographical milestone. Word count: 378Get the best deals https://amzn.to/3ODvOtaThis content was created in partnership and with the help of Artificial Intelligence AI

More @ https://gettherapybirmingham.com/   Why does modern mental health care often feel like a bureaucratic ritual rather than a healing encounter? In Part 5 of The Absence of Idols, we explore how psychiatry emptied the temple of meaning and replaced it with a checklist. We begin with the ancient dream of Addudûri and the terror of an empty temple, using it as a map to understand our current crisis. Drawing on the work of historian Theodore Porter and physicist Richard Feynman, we dismantle the "Cargo Cult Science" of the mental health system—a system that builds perfect wooden control towers but cannot land the plane. From the rigid authoritarianism of James Dobson's Focus on the Family to the "mechanical objectivity" of the DSM, we examine how weak institutions use metrics to hide their lack of authority. We also look at the "lacuna"—the institutional blind spot that prevents experts from seeing the harm they cause—and why deconstructing religion without reconstructing meaning has left us vulnerable to the return of monsters. In this episode, we cover: The Cargo Cult of Psychiatry: Why "evidence-based" protocols often function like coconut headphones—mimicking science without the substance. Mechanical vs. Disciplinary Objectivity: How the mental health system traded trained wisdom for insurance-friendly checklists. The Lacuna Effect: Why institutions are literally blinded to their own biases (and how the brain fills in the gaps). Deconstruction Dangers: Why stripping away context without offering new metaphors creates a vacuum filled by conspiracy theories and extremism. Mentions & References: Richard Feynman's "Cargo Cult Science" address (Caltech, 1974) Theodore Porter, Trust in Numbers The Dream of Addudûri (Mesopotamian texts) James Dobson & Focus on the Family critiques The Rosenhan Experiment Wilhelm Reich, Fritz Perls, and Somatic Experiencing Mental Health, Psychiatry Critique, Cargo Cult Science, Psychology, Trauma, James Dobson, Philosophy of Science, Theodore Porter, Somatic Therapy, Institutional Trust.

In this episode: Kelly is joined by Richard Hayden! Richard is the Senior Director of Horticulture at the High Line. Join them, as Richard teaches us about the profession of gardening. He tells us about how he got into horticulture, and what it does for him. He talks about his staff and how dedicated they are to maintaining the wonderful vision of the High Line. Kelly asks Richard how the High Line got started, and Richard tells Kelly the amazing redemption story that the highline overtook: From Death ave to one of the most visited parks in the world.  Richard tells us about some of the plants that live on the High Line. He talks about the gardening philosophy that they take when deciding what the areas should look like.  And finally, Kelly asks Richard some fun questions about the High Line: if he's named any of the plants, which area is his favorite, what his favorite view is, and... what berry birds get drunk on?    But above all else; Richard Hayden is a New Yorker!   Kelly Kopp's Social Media @NewYorkCityKopp   Richard Hayden's Social Media @NatureGardener Jae Watson's Social Media @Studiojae170 Chapters (00:00:00) - This New Yorker Has One of the Most Ordinary Jobs in NYC(00:02:45) - The High Line: Richard Pryor on the Garden(00:05:51) - What Inspires You in the Morning?(00:07:15) - The High Line's Secret to Gardening(00:09:23) - What is the maintenance of the High Line Garden?(00:11:24) - The Story of the High Line(00:16:30) - The High Line: An Infrastructure Reuse Project(00:20:37) - Favorite plants on the High Line(00:23:43) - The People of the High Line(00:26:29) - The Last Section of the High Line(00:28:24) - Richard Feynman at the High Line(00:30:53) - Plants and flowers around the park(00:33:54) - The High Line: Art on the High Line(00:37:36) - How to care for the High Line gardens(00:39:58) - High Line Trees Need Irrigation(00:41:57) - How to Win at the High Line(00:46:02) - "A Plant Isn't Worth Growing Unless It Looks Beautiful"(00:46:47) - How Do You Keep People From Damage Your Garden?(00:48:08) - Favorite view from the High Line(00:49:12) - Richard on What Does Nature Mean to Him?(00:50:00) - What It Means to Be a New Yorker(00:51:42) - The High Line: Where to Find Them?

Before the Space Shuttle Challenger exploded in 1986, NASA management officially estimated the probability of catastrophic failure at one in one hundred thousand. That's about the same odds as getting struck by lightning while being attacked by a shark. The engineers working on the actual rockets? They estimated the risk at closer to one in one hundred. A thousand times more dangerous than management believed.¹ Both groups had access to the same data. The same flight records. The same engineering reports. So how could their conclusions be off by a factor of a thousand? The answer isn't about intelligence or access to information. It's about the mental frameworks they used to interpret that information. Management was using models built for public relations and budget justification. Engineers were using models built for physics and failure analysis. Same inputs, radically different outputs. The invisible toolkit they used to think was completely different. Your brain doesn't process raw reality. It processes reality through models. Simplified representations of how things work. And the quality of your thinking depends entirely on the quality of mental models you possess. By the end of this episode, you'll have three of the most powerful mental models ever developed. A starter kit. Three tools that work together, each one strengthening the others. The same tools the NASA engineers were using while management flew blind. Let's build your toolkit. What Are Mental Models? A mental model is a representation of how something works. It's a framework your brain uses to make sense of reality, predict outcomes, and make decisions. You already have hundreds of them. You just might not realize it. When you understand that actions have consequences, you're using a mental model. When you recognize that people respond to incentives, that's a model too. Think of mental models as tools. A hammer drives nails. A screwdriver turns screws. Each tool does a specific job. Mental models work the same way. Each one helps you do a specific kind of thinking. One model might help you spot hidden assumptions. Another might reveal risks you'd otherwise miss. A third might show you what success requires by first mapping what failure looks like. The collection of models you carry with you? That's your thinking toolkit. And like any toolkit, the more quality tools you have, and the better you know when to use each one, the more problems you can solve. Here's the problem. Research from Ohio State University found that people often know the optimal strategy for a given situation but only follow it about twenty percent of the time.² The models sit unused while we default to gut reactions and habits. The goal isn't just to collect mental models. It's to build a system where the right tool shows up at the right moment. And that starts with having a few powerful models you know deeply, not dozens you barely remember. Let's add three tools to your toolkit. Tool One: The Map Is Not the Territory This might be the most foundational mental model of all. Coined by philosopher Alfred Korzybski in the 1930s, it delivers a simple but profound insight: our models of reality are not reality itself.³ A map of Denver isn't Denver. It's a simplified representation that leaves out countless details. The smell of pine trees, the feel of altitude, the conversation happening at that corner café. The map is useful. But it's not the territory. Every mental model, every framework, every belief you hold is a map. Useful? Absolutely. Complete? Never. This explains the NASA disaster. Management's map showed a reliable shuttle program with an impressive safety record. The engineers' map showed O-rings that became brittle in cold weather and a launch schedule that left no room for delay. Both maps contained some truth. But management's map left out critical territory: the physics of rubber at thirty-six degrees Fahrenheit. When your map doesn't match the territory, the territory wins. Every time. How to use this tool: Before any major decision, ask yourself: What is my current map leaving out? Who might have a different map of this same situation, and what does their map show that mine doesn't? The NASA engineers weren't smarter than management. They just had a map that included more of the relevant territory. Tool Two: Inversion Most of us approach problems head-on. We ask: How do I succeed? How do I win? How do I make this work? Inversion flips the question. Instead of asking how to succeed, ask: How would I guarantee failure? What would make this project collapse? What's the surest path to disaster? Then avoid those things. Inversion reveals dangers that forward thinking misses. When you're focused on success, you develop blind spots. You see the path you want to take and ignore the cliffs on either side. Here's a surprising example. When Nirvana set out to record Nevermind in 1991, they had a budget of just $65,000. Hair metal bands were spending millions on polished productions.⁴ Instead of trying to compete on the same terms and failing, they inverted the formula entirely. Where hair metal was flashy, Nirvana was raw. Where others added complexity, they stripped down. Where the industry zigged, they zagged. The result? They didn't just succeed. They created an entirely new genre and sold over thirty million copies. They won by inverting the game everyone else was playing. How to use this tool: Before pursuing any goal, spend ten minutes listing everything that would guarantee failure. Be specific. Be ruthless. Then look at your current plan and ask: Am I accidentally doing any of these things? Inversion doesn't replace forward planning. It completes it. Tool Three: The Premortem Imagine your project has already failed. Not "might fail" or "could fail." It has failed. Completely. Now your job is to explain why. Researchers at Wharton, Cornell, and the University of Colorado tested this approach and found something striking: simply imagining that failure has already happened increases your ability to correctly identify reasons for future problems by thirty percent.⁵ Why does this work? When we think about what "might" go wrong, we stay optimistic. We protect our plans. We downplay risks because we're invested in success. But when we imagine failure has already occurred, we shift into explanation mode. We're no longer defending our plan. We're forensic investigators examining a wreck. Here's proof the premortem works in the real world. Before Enron collapsed in 2001, its company credit union had run through scenarios imagining what would happen if their sponsor company failed.⁶ They asked: If Enron goes under, what happens to us? They made plans. They reduced their dependence. When the scandal broke and Enron imploded, taking billions in shareholder value with it, the credit union survived. They'd already rehearsed the disaster. Every other institution tied to Enron was blindsided. The credit union had seen the future because they'd imagined it first. How to use this tool: Before any major decision, fast-forward to failure. It's one year from now and everything has gone wrong. Write down why. What did you miss? What risks did you ignore? Then prevent those things from happening. You can't prevent what you refuse to imagine. How These Three Tools Work Together Each tool is powerful alone. Together, they're transformational. Imagine you're considering a career change. Leaving your stable job to start a business. Start with The Map Is Not the Territory. What's your current map of entrepreneurship? Probably shaped by success stories, LinkedIn posts, and survivorship bias. But what's the actual territory? CB Insights analyzed over a hundred failed startups to find out why they died. The number one reason, responsible for forty-two percent of failures, was building something nobody wanted.⁷ Founders had a map that said "customers will love this." The territory said otherwise. What is your map leaving out? Apply Inversion. How would you guarantee this business fails? Starting undercapitalized. Launching without testing the market. Ignoring early warning signs because you're emotionally invested. Now look at your current plan. Are you doing any of these things? Run a Premortem. It's two years from now. The business has failed. Write the story. Maybe you ran out of money at month fourteen. Maybe your key assumption about customer behavior turned out to be wrong. What happened? One tool gives you a perspective. Three tools working together give you something close to wisdom. This is exactly what the NASA engineers were doing, and what management wasn't. The engineers were constantly asking: Does our map match the territory? What would cause failure? What are we missing? Management was stuck in a single frame: schedule and budget. The difference between a one-in-one-hundred-thousand estimate and a one-in-one-hundred estimate? The difference between confidence and catastrophe? It was the thinking toolkit each group brought to the problem. Practice: The Three-Tool Test Here's how to put these tools to work this week. Identify a decision you're currently facing. Something real. Something that matters. Write it in one sentence. Check your map. What assumptions are you making? Where did they come from? Who might see this differently? Invert it. Set a timer for five minutes. List every way you could guarantee failure. Be ruthless. Run the premortem. It's one year from now. You chose wrong. Write two paragraphs explaining what happened. Find the overlap. Where do your inversion list and premortem story agree? That's your highest-risk blind spot. Take one action. What's one step you can take this week to address your biggest risk? Twenty minutes. One decision. Run it once, then try it again next week on a different decision. As you use these tools, you'll notice other mental models worth adding. Your toolkit will grow. Most decisions feel routine until they're not. That morning at NASA felt routine. Seven astronauts boarded Challenger. They trusted that the people making decisions had the right tools to think clearly. Management had maps. The engineers had territory. The distance between those two things was seventy-three seconds of flight time. The engineers saw it coming. Management didn't. Same data. Different tools. When your moment comes, and it will, which group will you be in?   If this episode helped you think differently, hit that Subscribe button and tap the bell on our YouTube channel so you don't miss what's coming next. And if you found value here, a Like helps more people discover this content. To learn more about mental models, listen to this week's show: Mental Models — Your Thinking Toolkit. Get the tools to fuel your innovation journey → Innovation.Tools https://innovation.tools [irp posts="4392" name="Subscribe to Podcast"] ENDNOTES Rogers Commission Report, Volume 2, Appendix F: "Personal Observations on Reliability of Shuttle" by Richard Feynman (1986). Management estimated 1 in 100,000; engineers and post-Challenger analysis found approximately 1 in 100. Konovalov, A. & Krajbich, I. "Mouse tracking reveals structure knowledge in the absence of model-based choice." Nature Communications (2020). Participants followed optimal strategies only about 20% of the time even when they demonstrably knew them. Korzybski, Alfred. Science and Sanity: An Introduction to Non-Aristotelian Systems and General Semantics (1933). Wikipedia, "Nevermind"; SonicScoop, "Time and Cost of Making an Album Case Study: NIRVANA" (2017). Initial recording budget was $65,000. Mitchell, D.J., Russo, J.E., & Pennington, N. "Back to the future: Temporal perspective in the explanation of events." Journal of Behavioral Decision Making (1989). As cited in Klein, G. "Performing a Project Premortem." Harvard Business Review (2007). Schoemaker, P.J.H. & Day, G.S. "How to Make Sense of Weak Signals." MIT Sloan Management Review (2009). Describes how Enron Federal Credit Union survived the Enron collapse through scenario planning. CB Insights. "The Top 12 Reasons Startups Fail." Analysis of 111 startup post-mortems (2021). 42% cited "no market need" as a reason for failure.

In this episode, we discuss "Is the scientific paper a fraud?" by Sir Peter Medawar.  Shownotes Medawar, P. (1999). Is the scientific paper a fraud? Communicating Science: Professional Contexts, 27–31. Ross, G. R., Meloy, M. G., & Bolton, L. E. (2021). Disorder and downsizing. Journal of Consumer Research, 47(6), 959–977. The footnote reads: "Like many consumers, we were inspired by Marie Kondo to declutter our homes—and also to conduct this research! Note that our work is not a test of the KonMari method per se but rather an investigation of ideas—on dis/order, waste aversion, and selection/rejection (as these quotes illustrate)—inspired by her writing and the surprising lack of research on downsizing." Karataş, M., & Cutright, K. M. (2023). Thinking about God increases acceptance of artificial intelligence in decision-making. Proceedings of the National Academy of Sciences, 120(33), e2218961120.  Richard Feynman on finding new laws  

Artificial Intelligence and Machine Learning in Human Resources: A Concise Guide by Dr. C. Rasmussen https://www.amazon.com/Artificial-Intelligence-Machine-Learning-Resources/dp/B0FWZQXHMG Curtisrasmussen.focalpointcoaching.com What if a computer could help find the perfect employee or predict who might leave a job? This exciting idea opens the door to a new way of working. Overview This guide explains how artificial intelligence (AI) and machine learning (ML) are transforming human resources (HR). Smart computer programs can quickly review thousands of job applications to find the best candidates, suggest training tailored to employees’ needs, and predict which workers might quit, helping managers take action to keep them. The book includes real-world examples, like how large companies use AI to save time, and covers benefits, such as improved hiring, as well as key concerns, like protecting personal information. At just 61 pages, it's concise by design, following Richard Feynman's wisdom: “If you can’t explain something simply, you don’t understand it well enough.” More pages don't equal more value; in fact, lengthy texts can bury useful insights. Since every organization is unique, this book equips HR professionals and managers with the right questions to ask rather than a rigid roadmap, making it a practical tool for anyone curious about the future of work. About the author Dr. Curtis “Curt” Rasmussen is a leading expert in industrial-organizational psychology with a Ph.D. from Walden University. He specializes in blending human skills with artificial intelligence (AI) and machine learning (ML) to make workplaces better and more efficient. With years of experience in research, consulting, and government roles, he helps businesses use data and tech wisely. His career highlights include owning Cyber-Human Performance Tech, LLC, where he advises small and mid-sized companies on adding AI to hiring and daily tasks while keeping things ethical. He also guides students in George Mason University’s Data Engineering program, focusing on AI tools like natural language processing and computer vision. At the Cybersecurity and Infrastructure Security Agency (CISA), he led workforce planning as a senior I/O psychologist, creating surveys and frameworks that improved employee satisfaction by 45% and helped with smarter hiring. Earlier, he reviewed AI and data science proposals for the Department of Commerce, National Academy of Medicine, and the Office of the Director of National Intelligence, making sure projects were strong and fair. Dr. Rasmussen has invented patent-pending tools like the Multidimensional Algorithm Structure (MAS), which picks the best AI methods by checking data and company needs, and the eXplainable Artificial Intelligence Construct (XAIC), which makes AI easy to understand and trust by involving people in decisions. These ideas help fix common AI problems, like failures or hidden biases.

En este episodio abordo por primera vez un tema apasionante que está pasando rápidamente de la fase de investigación a la realidad empresarial: la computación cuántica. Para ello converso con José David Martín-Guerrero, Catedrático en el Departamento de Ingeniería Electrónica de la Universitat de València. José posee una formación multidisciplinar única, combinando Física Teórica e Ingeniería Electrónica con un Doctorado en Aprendizaje Automático. Desde 2016, centra su investigación en el Quantum Machine Learning, explorando cómo la física cuántica puede revolucionar la inteligencia artificial.A lo largo de la charla, aterrizamos conceptos importantes y analizamos el estado real del sector, destacando cuestiones relacionadas con la ciberseguridad, aplicaciones prácticas, el ecosistema empresarial existente y la geopolítica en esta nueva carrera tecnológica. Una charla imprescindible para inversores a largo plazo y curiosos de la tecnología.- Nuevo Curso "Fondos de Inversión desde cero" de Rankia: Aprovecha un 30% de descuento por ser oyente del podcast.- Sigue tus inversiones con MYPORTFOLIO: La herramienta gratuita de Rankia para organizar tu cartera.Temas:00:00 - Intro2:00 - La trayectoria de José Martín: De la Física Teórica al Quantum Machine Learning.9:20 - Conceptos básicos: ¿Qué es un Qubit y cómo funciona la superposición?13:00 - Richard Feynman y el origen intelectual de la computación cuántica.15:15 - El algoritmo de Shor: ¿Están en peligro la encriptación bancaria y el Bitcoin?19:22 - La amenaza de “Recopilar ahora, desencriptar mañana”21:34 - El entrelazamiento cuántico: Entendiendo la "acción fantasma a distancia".29:53 - Modelos híbridos: Uniendo la IA clásica con la cuántica39:53 - ¿Qué es la Ventaja Cuántica y cuánto hay de marketing?44:12 - La era NISQ: Ordenadores Ruidosos de escala intermedia y corrección de errores.55:22 - El ecosistema de Hardware vs. Software1:00:55 - Casos de uso reales: Simulaciones químicas, logística y optimización de carteras.1:05:42 - Consumo energético en la computación cuántica1:09:55 - Sensórica cuántica: La gran oportunidad en medicina y automoción.1:16:27 - Empresas destacadas: D-Wave, Xanadu y el modelo de negocio del software.1:27:29 - El papel de NVIDIA y las Big Tech (Google, IBM, Microsoft) en el sector.1:31:07 - Geopolítica tecnológica: La velocidad de China vs. Estados Unidos y Europa.1:41:36 - Conclusiones: La cuántica como oportunidad de inversión a medio plazo.1:45:32 - Lecturas: El carisma de Richard Feynman.Más info, con enlaces a los contenidos y empresas mencionadas en mi blog en Rankia:https://www.rankia.com/blog/such/7086244-110-computacion-cuantica-oportunidad-inversion-jose-martin-guerrero

Nobel laureate Sir Roger Penrose dismantles standard cosmology, arguing the Big Bang wasn't the beginning and quantum mechanics is fundamentally wrong. He then connects a real, gravitational wave function collapse to the non-computational nature of consciousness and why today's AI can't truly understand. Sponsors: - Get 50% off Claude Pro, including access to Claude Code, at https://claude.ai/theoriesofeverything - As a listener of TOE you can get a special 20% off discount to The Economist and all it has to offer! Visit https://www.economist.com/toe Join My New Substack (Personal Writings): https://curtjaimungal.substack.com Listen on Spotify: https://open.spotify.com/show/4gL14b92xAErofYQA7bU4e Timestamps: - 00:00 - The Big Bang Wasn't The Beginning - 02:14 - Conformal Cyclic Cosmology (CCC) - 09:12 - The Collapse Problem - 14:31 - A Feeling of Elation - 24:32 - Gödel and Understanding - 37:32 - Gravitational Collapse - 50:05 - Critique of Modern AI - 57:12 - Black Hole Information "Paradox" - 1:04:15 - Wheeler, Wigner, & Witten - 1:15:04 - Richard Feynman in Poland - 1:20:25 - Libet's Timing of Consciousness - 1:32:49 - Three Worlds, Three Mysteries - 1:44:14 - Why Quantum Mechanics Is Wrong Links mentioned: - Stuart Hameroff [TOE]: https://youtu.be/0_bQwdJir1o - Classical Theory [Paper]: https://arxiv.org/pdf/hep-th/9409195 - Rebecca Goldstein [TOE]: https://youtu.be/VkL3BcKEB6Y - The Emperor's New Mind [Book]: https://www.amazon.ca/Emperors-New-Mind-Concerning-Computers/dp/0192861980 - Fashion, Faith, and Fantasy in the New Physics of the Universe [Book]: https://www.amazon.ca/Fashion-Faith-Fantasy-Physics-Universe/dp/0691178534 - Perturbative Gauge Theory as a String Theory in Twistor Space [Paper]: https://arxiv.org/pdf/hep-th/0312171 - What Is Life? [Book]: https://www.amazon.ca/What-Life-Matter-Autobiographical-Sketches/dp/1107604664 - Michael Levin [TOE]: https://youtu.be/Exdz2HKP7u0 - Why I Don't Buy the Simulation Hypothesis (Nor Materialism) [TOE]: https://youtu.be/3_lBPMc6JRY - Consciousness and Quantum Mechanics [Book]: https://www.amazon.ca/Consciousness-Quantum-Mechanics-Shan-Gao/dp/0197501664 - Ivette Fuentes [TOE]: https://youtu.be/cUj2TcZSlZc Learn more about your ad choices. Visit megaphone.fm/adchoices

In this flash 20th October 2025 X Space, s explores technology's impact on science and society, using touchscreen frustrations as a metaphor for our quest for clarity. Highlighting skepticism and acceptance in scientific inquiry, inspired by Richard Feynman, they emphasize the importance of rigorous testing. The session culminates in a discussion on truth and encourages attendees to challenge assumptions, advocating for ongoing inquiry into knowledge and communication's role in our shared experience.SUBSCRIBE TO ME ON X! https://x.com/StefanMolyneuxFollow me on Youtube! https://www.youtube.com/@freedomain1GET MY NEW BOOK 'PEACEFUL PARENTING', THE INTERACTIVE PEACEFUL PARENTING AI, AND THE FULL AUDIOBOOK!https://peacefulparenting.com/Join the PREMIUM philosophy community on the web for free!Subscribers get 12 HOURS on the "Truth About the French Revolution," multiple interactive multi-lingual philosophy AIs trained on thousands of hours of my material - as well as AIs for Real-Time Relationships, Bitcoin, Peaceful Parenting, and Call-In Shows!You also receive private livestreams, HUNDREDS of exclusive premium shows, early release podcasts, the 22 Part History of Philosophers series and much more!See you soon!https://freedomain.locals.com/support/promo/UPB2025

It's a full plate this week on The Free Outside Show. I'm diving into Terminus Season—that bittersweet time when thru-hikers take the photo, post it, and wonder what's next. Then we get into Trail TMZ, where a defamation lawsuit is brewing, and I try not to get sued for talking about it.From there, we climb the philosophical peaks of Richard Feynman, Christopher McCandless, and Killian Jornet, somehow connecting it all back to neuromas, the UTMB money machine, and why you should just do the thing—even if nobody understands it.There's science (a running study that might change how you train), there's gossip (Wikipedia wars are back), and there's reflection (because post-trail life is weird).As always—stay mid-America, stay elite, and remember: nothing matters, but also everything does.support our sponsors: CSinstant.coffeejanji.comgaragegrowngear.comChapters00:00 Observations on Social Interactions02:36 Navigating Post-Adventure Challenges05:44 The Dynamics of Ultra Running Events08:29 Understanding Terminus Season and Post-Trail TransitionSubscribe to Substack: http://freeoutside.substack.comSupport this content on patreon: HTTP://patreon.com/freeoutsideBuy my book "Free Outside" on Amazon: https://amzn.to/39LpoSFEmail me to buy a signed copy of my book, "Free Outside" at jeff@freeoutside.comWatch the movie about setting the record on the Colorado Trail: https://tubitv.com/movies/100019916/free-outsideWebsite: www.Freeoutside.comInstagram: thefreeoutsidefacebook: www.facebook.com/freeoutside

Richard Gearhart and Elizabeth Gearhart, co-hosts of Passage to Profit Show have interview Lisa Ascolse, "The Inventress", Ariel Schur from ABS Staffing Solutions and Gina Triantafillou from Tiny Tot Co.   Meet Lisa Ascolese, "The Inventress"—entrepreneur, TV host, and mentor who's helpedcountless people turn ideas into market-ready products. In this episode, she shares her journey, biggest lessons, and practical tips for avoiding mistakes, overcoming fear, and turning passion into profitable innovation. Read more at: https://inventingatoz.com/   Ariel Schur is the CEO & founder of ABS Staffing Solutions,  redefining boutique staffing in NYC with a personalized, high-touch approach. With 20+ years of expertise, Ariel and her team deliver exceptional matches for both employers and job seekers. Read more at: https://www.absstaffingsolutions.com/    Gina Triantafillou is the founder of Tiny Tot Co. and creator of the patent-pending Catch the Mess bib — a stylish, stress-free solution for messy mealtimes. Her mission: make parenting easier with products that are as functional as they are adorable! Read more at: https://www.instagram.com/tinytotco/   Whether you're a seasoned entrepreneur, a startup, an inventor, an innovator, a small business or just starting your entrepreneurial journey, tune into Passage to Profit Show for compelling discussions, real-life examples, and expert advice on entrepreneurship, intellectual property, trademarks and more. Visit https://passagetoprofitshow.com/ for the latest updates and episodes. Chapters (00:00:00) - Passion to Profit(00:00:55) - Passage to Profit(00:01:52) - What is the Smallest Win in Your Business Journey?(00:03:03) - What small thing happened that made you feel like you hit the jack(00:03:26) - Inventor Spotlight: Gina's Journey(00:06:23) - The First Question Entrepreneurs Should Ask themselves(00:08:14) - Richard Feynman on Inspiring Others(00:11:52) - Non-Disclosure of Ideas on Intellectual Property(00:15:04) - How long does it take to develop a new product?(00:16:34) - Inventing A to Z's Lisa Askalise on Her(00:20:00) - The Investment Value of Gold(00:21:02) - The Cruise Line Hotline(00:22:00) - Inventor Spotlight TV(00:26:16) - What Have Been The Traits of Successful Entrepreneurs?(00:28:34) - Where do you get money to do your projects?(00:29:38) - Inventing A to Z With Lisa Askles(00:30:46) - 7 Rules for Using AI in Your Book Editing(00:32:16) - How to Use AI in Recruitment(00:35:59) - Passage to Profit: Car Insurance Hotline(00:38:33) - Intellectual Property in the News(00:40:34) - Meet Arielle Scher(00:42:47) - What Makes a Good Recruitment Recruiter?(00:44:58) - How Do You See the Job Market?(00:46:07) - How to Prepare a Job Candidate for an Interview(00:52:33) - How to Hire a Team Member(00:54:50) - Gina Triantofilo's Gorgeous Baby Bibs(00:58:22) - What are some lessons you've learned from your entrepreneurial journey?(00:59:04) - The Secret to Perfect Bibs(01:03:13) - TinyTotco: Where are they selling their products?(01:03:43) - Kevin Lane on His Elevator Pitch(01:04:28) - Head-to-toe bibs for injured kids(01:08:32) - Noah Fleishman on the Home Pages(01:09:49) - Lisa Lees(01:11:05) - Richard Gearhart & Arielle Scher(01:14:27) - Passage to Profit

What can a Nobel Prize-winning physicist teach us about navigating squiggly careers? In this new Borrowed Brilliance format, Helen introduces the curiosity-driven ideas of Richard Feynman and Sarah helps turn them into practical actions for work. Together, they explore how Feynman's playful approach to learning can help all of us grow with more clarity and confidence.You'll discover the power of the Feynman Technique, why keeping a Don't Know Notebook builds smarter learning habits, and how Problem-Testing can help you see new solutions to old challenges.Episode #498

In this episode of From the Crows' Nest, host Ken Miller looks at innovation in EMSO and how ideas get from whiteboard to the battlefield through a new lens: science fiction. Lisa Yaszek, Regents Professor of Science Fiction Studies at Georgia Tech, tells host Ken Miller that scientists are indebted to science fiction writers, as the genre gives people interested in science and technology a way to theorize about promising technologies years, decades, or even centuries in the future. She says the genre is an incubator for new ideas and has led to innovative breakthroughs from scientists like physicists Richard Feynman and Kip Thorne. Beyond its scientific impact, the genre also allows cultures from all over the world to see the real world as one of possibility.To learn more about today's topics or to stay updated on EMSO and EW developments, visit our homepage.

️ Descripción del episodio / video El hombre es el niño del padre. Con esta cita de Wordsworth abrimos una reflexión íntima, emocional y poderosa sobre la figura del padre en la construcción de la identidad masculina. En este episodio de La teoría de la mente (o en este vídeo de AMADAG TV), nos sumergimos en un tema tan profundo como silenciado: la huella del padre en la vida de los hombres. ‍ A lo largo de más de 25 años en consulta, hemos escuchado cientos de historias marcadas por el deseo de aprobación, el peso del juicio, el miedo a decepcionar o la imposibilidad de ser vistos realmente por quien debió abrirnos la puerta a la vida. No se trata de restar importancia a las madres, sino de rescatar esa parte esencial de la experiencia masculina que muchas veces queda oculta bajo la coraza del silencio o la exigencia. A través de la historia de la famosa carta de Franz Kafka a su padre —un documento brutal, tierno y demoledor— exploramos cómo el amor no expresado, el juicio constante o la ausencia de reconocimiento pueden dejar cicatrices duraderas. Pero también nos acercamos a figuras como Richard Feynman o Pablo Picasso, quienes nos muestran cómo un padre puede abrir ventanas, inspirar mundos y legitimar el camino de un hijo. ️‍ ️ La figura del padre es más que un modelo: es, a veces, un portero simbólico que decide si mereces estar en la fiesta de la vida o si te colaste por error. Ese “ticket” simbólico es el que muchos hombres persiguen durante años, sin saber que quizás el botón que activa esa validación no está en sus manos, sino en la capacidad (o la limitación) del padre para reconocer sin desaparecer. En muchos casos, el camino hacia la salud emocional consiste en reconocer que ese permiso nunca llegó... y aún así seguir adelante. Dar el paso de convertirse en el padre que no se tuvo, ofrecerse uno mismo el reconocimiento que faltó y entender que no era Dios... era solo un hombre, con miedos, límites y su propia historia no resuelta. ✨ Porque tal vez no podamos cambiar el pasado, pero sí podemos escribir un nuevo presente. Un presente donde la curiosidad es una forma de amor, donde podemos mirar con ternura al niño que fuimos y decirle: “Lo hiciste bien, ahora sigue tu camino.” Palabras clave (SEO) relación padre hijo,hombres y sus padres,herida paterna,psicología del padre,relación paterna,figura del padre,trauma paterno,validación del padre,autoestima masculina,relación con el padre,kafka y su padre,carta al padre,psicología masculina,psicología emocional,paternidad,masculinidad y emociones,roles familiares,amor paterno,aceptación del padre,ausencia del padre,conflicto padre hijo,autoafirmación masculina,terapia para hombres,niño interior masculino,heridas emocionales Hashtags #RelaciónPadreHijo, #PsicologíaMasculina, #Kafka, #AutoestimaMasculina, #HeridaPaterna, #LaTeoríaDeLaMente Títulos sugeridos (con fórmulas clickbait) 4 cosas que todo hombre necesita escuchar de su padre (y casi nunca oye) Por qué dejar de buscar la aprobación de tu padre lo cambia todo Esta carta jamás fue leída… pero liberó a millones de hijos 5 heridas que te deja un padre que nunca te reconoció Esta manera de sanar tu relación con tu padre te cambiará para siempre Enlaces recomendados Nuestra escuela de ansiedad: www.escuelaansiedad.com Nuestro nuevo libro: www.elmapadelaansiedad.com Visita nuestra página Web: http://www.amadag.com Facebook: https://www.facebook.com/Asociacion.Agorafobia/ Instagram: https://www.instagram.com/amadag.psico/ ▶️ YouTube Amadag TV: https://www.youtube.com/channel/UC22fPGPhEhgiXCM7PGl68rw

Can intellectual humility be measured? What influences it and affects it, limits it and enhances it? What even is it, scientifically speaking? We explore all of this and then play an episode of How to Be A Better Human featuring psychologist Tenelle Porter telling comedian Chris Duffy how she is researching how to conduct better research into intellectual humility.Previous EpisodesTranscript at TEDHow to Be A Better HumanThe Gateway Drugs to Intellectual HumilityTenelle Porter's ResearchTenelle Porter's WebsiteThe Illusion of Explanatory DepthKitted ShopThe Story of KittedHow Minds ChangeDavid McRaney's BlueSkyDavid McRaney's TwitterYANSS TwitterShow NotesNewsletterPatreon

What makes some groups thrive while others crash and burn? According to organizational-behavior scholar Colin Fisher, the real villains are rarely individuals, but dysfunctional teams and organizations. Listen as he and EconTalk's Russ Roberts discuss the reasons for the free-rider problem and the importance of meaningful, well-defined tasks to incentivize synergy. They speak about why most team-building exercises are usually a waste of time, and why the best way to build trust is simply to do the work. Finally, they explore the role of great leaders from Steve Jobs to Bill Belichick in elevating groups into teams, and offer lessons from history's great projects for increasing productivity.

Zander was the executive director of The Long Now Foundation, dedicated to long term thinking. He also helped build their library, a book club for the end of the world, with all the titles we would want to rebuild civilization, if needed. He is one of the brains behind the 10,000-Year Clock, designed to tick off the years, and chime the centuries. He's now co-creating the future of the web at Automattic. He and his team are bringing a library to Black Rock City, to the World's Fair pavilion under The Man. It's a refreshing opposite. Like his theme camp inside a refrigerator truck NOT being hot, this library is about NOT being burnt. It's an ephemeral manual for civilization. We the participants will choose what books to save from burning.Zander shares stories on the effects of books, websites, and rituals, as well as Burning Man's past, present, and future.This episode is on YouTube here.rosefutures.comBRC Honoraria Art (Burning Man Journal)A group for those who want to participate (Facebook)https://longnow.orgA Pavilion for Tomorrow Today (Burning Man Journal)wikipedia.org/Clock_of_the_Long_NowKevin Kelly: Optimists Create the Future (Burning Man LIVE)Photo by Brendon Hall LIVE.BURNINGMAN.ORG

What does it take to make a living betting on politics? Can prediction markets offer insights about the future that other analyses cannot? To find out, ChinaTalk interviewed Domer, a professional prediction markets bettor. Domer is the number one trader by volume on Polymarket, and he's been trading since 2007. He initially entered this world through poker, but now makes bets about who will win foreign elections, whether wars will start, and whether bills will become law. We discuss… Why some issues — like Romanian elections, the NYC mayoral race, or Zelenskyy's outfit choices — can attract hundreds of millions of dollars in trading volume, Systematic biases in prediction markets, including why they overestimate the likelihood of a Taiwan contingency, What happens to prediction markets in the absence of insider trading regulations, Why prediction markets are still a solo endeavor, and what a profit-maximizing team of traders would look like, Bonus: How betting markets backfired on Romanian nationalists, what AI can teach you about betting, and other insights on winning from one of Domer's contemporaries. Outro music: Bob Dylan - Rambling, Gambling Willie (YouTube Link) This episode is brought to you by ElevenLabs. I've been on the hunt for years for the perfect reader app that puts AI audio at the center of its design. Over the past few months, the ElevenReader app has earned a spot on my iPhone's home screen and now gets about 30 minutes of use every day. I plow through articles using Eleven Reader's beautiful voices and love having Richard Feynman read me AI news stories — as well as, you know, Matilda every once in a while, too. I'm also a power user of its bookmark feature, which the ElevenReader team added after I requested it on Twitter. ChinaTalk's newsletter content even comes preloaded in the feed. Check out the ElevenReader app if you're looking for the best mobile reader on the market. Oh, and by the way — if you ever need to transcribe anything, ElevenLabs'  Scribe model has transformed our workflow for getting transcripts out to you on the newsletter. It's crossed the threshold from “95% good” to “99.5% amazing,” saving our production team hours every week. Check it out the next time you need something transcribed. Learn more about your ad choices. Visit megaphone.fm/adchoices

Episode: 3318 Vera C. Rubin: The astronomer who brought dark matter to light.  Today, meet Vera Rubin.

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How much more physics is out there to be discovered? Neil deGrasse Tyson sits down with physicist, professor, and rockstar Brian Cox, to discuss everything from the Higgs boson, life beyond our planet, and the fundamental forces that guide our universe.NOTE: StarTalk+ Patrons can listen to this entire episode commercial-free here: https://startalkmedia.com/show/our-world-of-particles-with-brian-cox/Thanks to our Patrons Anthony Sclafani, Alejandro Arriola-Flores, Brian Christensen, Allen Baker, Atlanta Gamer, Nigel Gandy, Gene, Lisa Mettler, Daniel Johansson, Sunny Malhotra, Omar Marcelino, yoyodave, Mo TheRain, William Wilson, ChrissyK, David, Prabakar Venkataraman, PiaThanos22, BlackPiano, Radak Bence, Obaid Mohammadi, the1eagleman1, Scott Openlander, Brandon Micucci, Anastasios Kotoros, Thomas Ha, Phillip Thompson, Bojemo, Kenan Brooks, jmamblat@duck.com, TartarXO, Trinnie Schley, Davidson Zetrenne, and William Kramer for supporting us this week. Subscribe to SiriusXM Podcasts+ on Apple Podcasts to listen to new episodes ad-free and a whole week early.