Podcasts about Santayana

"Every time this child was proven wrong, he learned something new." In this episode, Andrew Stotz continues his conversation with Balaji Reddie as they explore two essential elements of Dr. Deming's System of Profound Knowledge: the Theory of Knowledge and Psychology. Through the memorable story of a young boy trying to understand how his father's scooter starts, Balaji illustrates how we build theories, test them through experience, and improve them through learning. The discussion also explores why PDSA begins with theory, why experience alone is not enough, and why understanding how people learn is fundamental to leading improvement. Whether you're new to Deming or deep into his work, this episode offers practical insights into how better questions lead to better knowledge and, ultimately, better management.   Are you ready to learn more about the System of Profound Knowledge? Check out DemingNEXT online learning! https://deming.org/learn/demingnext/   TRANSCRIPT 0:00:02.2 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 Balaji Reddie, an educator and trainer in the teachings of Dr. Deming, and quality management generally. The topic for today is: The theory of knowledge and psychology. Take it away.   0:00:29.8 Balaji Reddie: Well, thank you. Good morning, Andrew. And it's great to continue our series. So the last time we met, we had begun with the Profound Knowledge, where we said that Dr. Deming brought together four, seemingly disconnected, sciences. He never invented any single one of them, but he saw the connections, and he created, what you could say is, a bootstrap theory of management, if I may say so, a very all-encompassing view of things happening around you. That's why he had no other word to describe it except profound. Because you see things that you normally would not see. That's what we said the last time. And when he proposed that, all of a sudden, I told you the funny thing was that experts in each of those sciences jumped in. I think they realized that they were caught napping, that they did not see the connections, and they did not see a bare minimum set of competencies that you need to have in order to understand things in their entirety. It was very, very... It was amazing that he actually could put that all together.   0:01:44.3 Balaji Reddie: So we started off with the four sciences, in no order of preference. We said here... His words were appreciation for a system. That means, taking into consideration the fact that everything... Having a holistic view, that what we see is not an event but an eventuality, that there's a huge big system behind it. Whatever we get to see in front of our eyes, we're just getting to see the effect. So appreciating that, that's what he said, for a system, a systemic view. I just used a different word, I said connectedness. And I said that from now on, we say that there are no events, there are only eventualities. Which means when something happens in front of our eyes, we always question... We bring in the concept of time and space; that the origins of this, what I'm seeing in front of my eyes, lie somewhere else and maybe actually in a different time frame. So I need to study deeper in order to understand why I'm seeing this in front of my eyes. And you gave that fantastic example of coffee beans, where you said everything has to happen at the right time. So that was the first one.   0:02:54.1 Balaji Reddie: Second one, was about understanding variation. And I would say, that's statistical thinking. I think around 1998, I saw someone come out with the definition of statistical thinking. And they said that it's a holistic view of looking at a process, that everything in the world, happens in the form of a process, and all processes are subject to variation. And understanding and reducing that variation, is synonymous to increasing quality. Now, I'd just like to make a slight change there. Yes, all processes are subject to variation, but talking about reducing... I think, understanding and managing that variation, would lead to better quality. And his entire insistence was understanding variation. Although, let me tell you this, in Henry Neave's book, he wrote about this, where he said that in one of the weekend chats that they had with Deming, he made a statement that if I had to reduce my message to managers in two words, I would say: reduce variation. And this, I've heard from both Henry Neave and David Kerridge. For those who are unaware of who David Kerridge was, because he passed away, I think, around 2018 or 2019, I can't remember... Or maybe before. I'm forgetting the year.   0:04:32.1 Balaji Reddie: But this was... He was from Aberdeen, Scotland. And people used to say, he's like an unofficial person who could be the successor to Deming. So he wrote a lot of wonderful papers. So David Kerridge, Henry, and I, were sitting together having dinner, and they were talking about Deming, and they said that, yeah, he did not... There were some things where he could get really, really upset about when he... About performance appraisals. But there are some things when he spoke of Shewhart, Walter Shewhart, he spoke in a very different tone. And then came this topic, that when we told him that you said reduce variation, he said, "I never said that." They said, "But you said it. We have it... We wrote it down, both Henry and I." And he said, "I could have said that in a context, but I don't think I meant it in that way." So for the record, yes, he uttered it; but he meant it differently. I'm quite sure he said to understand and manage that variation.   0:05:35.4 Balaji Reddie: So what is that managing variation? Okay. We saw this last time, in the very narrow sense of the term, that is when Walter Shewhart invented the control chart. He said there are two kinds of variation that exist: natural variation and unnatural variation. And to distinguish between these two, he created the control chart, which was based on... It was an empirical formula, and people confused it to be a statistical thing. He demarcated, brought in two lines, what he called as the upper control limit and lower control limit. And he said as long as the outcomes of any process or system, if you could measure them and you're plotting them on a graph, as long as they lie within these limits, well, that's the natural behavior of the process or system under study. And the moment their performance crosses the limits, one of these limits on the higher side or the lower side, then you can say there's something unique, special, that has happened. So he used the term, random variation, and assignable cause variation. Because he said you could assign a particular cause to the points that lie outside limits. But when you are studying the variation that lie within limits, the variation that lies within limits, then you can't ascribe a particular cause. There is a system of causes acting. This particular difference in approach...   0:06:58.1 Andrew Stotz: That's a great point. The assignable thing is a great, great point. It really helped me just understand it better.   0:07:04.7 Balaji Reddie: Oh, yeah. Because you could assign a particular, that's why he said assignable. And this is random. Assignable, has its advantage that you can isolate it. And initially, he said you could isolate, and you could eliminate, that cause because it is something which is alien to the system under study. And one by one by one, when he said you eliminate all those causes, you land up with a system or a process that fluctuates only within limits, and he called that as a statistically controlled process. Now, he said your real work begins when you start looking into the reasons for each of those points lying within limits, and I made that statement. You don't have one cause, you have a system of causes. Here's where we studied systems the last time, and I'm just refreshing all of this. I said that in a system, you have interconnectedness, you have interdependencies. And then cause and effect are not closely related in time or space. You have synergistic relationships. So when you start studying, it becomes very, very complicated. Because the performance of each of those causes is also subject to variation. So you can never, ever tell with absolute certainty, what is causing the system variation. Because each of the causes is part of a bigger system. So he made that statement that the complete knowledge of any process or system, is unknown and unknowable. He was not being pessimistic; he was being realistic. We discussed this the last time. And so I said, what do we do then? Yeah, we'll come to that. But now comes the other part, which gets really, really interesting.   0:08:46.7 Andrew Stotz: By the way, I want to... Before you move on from the variation, I want to add something. But continue on.   0:08:55.2 Balaji Reddie: Okay. So he said the reason for the point lying outside... And I said it's assignable, what Dr. Deming called as, special cause variation. You can assign a cause, and I said it's alien to the system under study. And I started by saying you can eliminate it. And even Walter Shewhart began by saying, eliminate it. But now, I'm going back on my words slightly. If you eliminate that special cause, it could be a special cause for the system under study, but it could be the common cause of another system which is related to this. And so what can you do? Well, here's the best part that comes in. You reduce the effect of that cause, to the extent that it does not cause any harmful variation here, to the system under study. And that, Andrew, is optimization. "I want this, and I want that", not, "I want this, or I want that." So I need that.   0:10:01.0 Balaji Reddie: Because I can begin with eliminating, but then I have to keep my eyes and ears open. Because this is what I did in my own company when I started implementing all of this. I'll be honest, I drew a control chart, and when I found points lying outside limits and we discovered causes, I used to eliminate them. But since I was exposed to Profound Knowledge, and what Dr. Deming said about optimization, I kept my eyes and ears open to any change that we observed in the company, anywhere. If I... Even if I got a feedback within a day, two week, month later, saying, "See Mr. Reddie, this is what's happening," and I said, "Wait, wait, wait. Let's see the connection." And invariably, the systems would be connected. And so we could not eliminate, we had to reduce. So we had to go back and check. And that's optimization. Because what happens is if you just keep eliminating... Which is a good place to start... The system under study could get attacked by that interrelated, the other system which you have just actually disturbed. And the problem would resurface with a new face. And you would then say, "Wait a minute. We had solved this problem. Why is it back?" So here's where Profound Knowledge comes in. And that's why the word is continual, it's not continuous. You gotta keep at it, you gotta keep learning. So when he said, yeah, that for common causes, or what he called as random causes, they're so complicated... And for these special causes too, they become complicated... Then how do we understand, and what action do we take? Do we just wait on our haunches and do nothing? That's where he brought in the Theory of Knowledge. And I'll begin with his...   0:11:44.1 Andrew Stotz: And maybe I can add something.   0:11:46.3 Balaji Reddie: Yeah, sure. Now you could. Yeah.   0:11:48.7 Andrew Stotz: The first thing I was thinking about, a special cause, or an assignable cause in a factory, particularly in Asia... But maybe also in the US and maybe more in Europe these days... Is a fluctuation in the electricity. Not necessarily a blackout, but that can be a special cause.   0:12:12.1 Balaji Reddie: Right.   0:12:13.6 Andrew Stotz: But just fluctuations in electricity, can cause an impact on a system, so it can be a special cause. And then once you understand it, you may decide, "Hmm, is there a way we can smooth this? Is there a way we can think about the electricity input into this system, which is really critical for this system, by putting something in between the electrical source and this particular system?" So that's an example of the idea of a special cause, potentially, that is just a common cause, possibly, of another system.   0:12:55.3 Balaji Reddie: That's right. In fact, in India, we did have this problem in the 1990s, when the whole world descended into India because of the cost advantage. The rupee got devalued, the dollar really sprung up. And so people found India as a gold mine, when it came to establishing organizations. And what they would do is bring in much of their semi-automatic technologies that they had in the US, or wherever, Europe at that time, into India, which were largely electronic, had components which were electronic. And in India, the temperature conditions are... I mean, you're in Thailand, you know how it is. It's extreme.   0:13:35.1 Andrew Stotz: Yeah.   0:13:36.9 Balaji Reddie: And so it was not ready for that. And we would have these problems with the components conking off. We had to come out with some remedial stuff, some short-term stuff. And then we started discovering things, we started inventing things. And they almost started losing the cost advantage. Then they said, "Okay. Let's get a little smart." When the next set of machines etc., started coming to India... This was in '91-'92, if I remember right. By '93-'94, that realization came in and so they said, "Why don't we send it in with a cooler," the cooling system, "so that no matter what happens outside, the components would be unaffected." But that led to another problem in cities like Mumbai, where you had extensive humidity.   0:14:24.2 Andrew Stotz: Yeah.   0:14:25.3 Balaji Reddie: And that would cause droplets, which would short-circuit the electronic components again. And so they came up with climatizers. It was crazy.   0:14:34.4 Andrew Stotz: Round and round you go.   0:14:36.7 Balaji Reddie: Yeah.   0:14:38.5 Andrew Stotz: That's interesting.   0:14:39.8 Balaji Reddie: You see, when I was exposed to Profound Knowledge for the first time, and when I wanted to teach it, I remember, I used to want to look out for examples; but I found none. And then when I started digging deeper and deeper, I said, "Wait, I do have examples. It's just that I didn't know that I was looking at it differently." And so it was amazing. Like I said, what Dr. Deming said, you see things that you normally would not see. And I began seeing things in retrospect.   0:15:09.4 Andrew Stotz: Yeah. And that's sometimes... I think the teachings of Dr. Deming have made me a very calm and relaxed guy. I no longer freak out over, what I now know, is just normal variation. And I feel like it's a world of people, that you have to react. If you don't react, you're not doing something. And it's almost impossible for most people to see that the next outcome of this, is not a special cause. And I spend a lot of time in my ethics class trying to help young people understand, that there's just normal variation. Which brings me to my last point I wanted to make with what you said. It reminded me of my studies... Which are limited... Of insight meditation, concentration meditation, or Buddhist... What the Buddha taught. And I remember sitting in a temple in Los Angeles many, many years ago, and I thought, "I'm gonna try to learn from this monk."   0:16:24.6 Andrew Stotz: And I left there thinking... So we did meditation, and he said, "Just try to clear your mind. And just..." And so I left that meditation going home thinking, "My brain was on fire," and there's so many things going on. So I went to him, and I studied more, and I learned more. And I realized that I had misunderstood. You're not trying to control your thoughts, or reduce your thoughts. You're trying to observe your thoughts. And once I started to realize, just observe, then I started to make progress in really understanding that reduce will come over time; maybe, maybe not. But observing was really the step. Because once you observe something, particularly with your mind, if you observe thoughts coming out, then that actually means you're somewhat disconnected because it's hard to observe something that's happening. So therefore, you're starting to look at it from a different perspective. And that's what I thought about when you were saying, it's not just reduce, reduce, reduce. It's first, observe.   0:17:40.1 Balaji Reddie: That's right. Yes, understand, see what's happening, ask the right questions, "Does this happen every day? Or has it happened only today?" things like that. And then you could say, "Okay. If it's happened only today, why did it happen only today? Is today a special day?" So that's the understanding of variation in the broadest sense. And that's why statistical thinking is about asking the correct questions, even in the absence of data. It's thinking, statistical thinking. Don't confuse it with statistical methods, where all kinds of mathematical mumbo jumbo come in. This is thinking statistically. And that's where theory of knowledge, where Dr. Deming said, comes in to help us, first, enlist what's unknown. And then from that, you start pinpointing, or segregating what is knowable, faster. And then you... Once you do that, then you start recycling your thoughts and trying to understand those systems much better. And that's the theory of knowledge.   0:18:45.5 Balaji Reddie: Now, just a statement which he said, what is a theory of knowledge? He said, "A statement conveys knowledge, if it relates some cause to some effect; It fits without fail, all the observations of the past; It helps us predict the future with the risk of being wrong." So I'll repeat the whole thing. He said, "A statement conveys knowledge, if it relates some cause to some effect," it provides us information, it relates some cause to some effect. "It fits without fail, all the observations of the past; It helps us predict the future, with the risk of being wrong." Now, if you go through this step by step, when you say here, take this example of a small five-year-old child. At least this is a very, very Asian and an Indian kind of an example, but I'm quite sure people all over the world will relate to this. A five-year-old child, here in India or in Asia, watching his father go to work every day. Father goes to work on, what we call as, a two-wheeler, a scooter as they call it. And if you know, in the old days, you could kickstart the scooter. We didn't have push-button starts, we used to kick the lever. And so this kid is very intrigued as to how does this scooter start. And he knows that he's at that age, if he keeps asking questions, he'll be told, "You'll learn when you grow up," or "Don't waste my time."   0:20:18.2 Balaji Reddie: And so he decides to observe and learn. And so he starts observing his father every morning from the small little balcony that they have. The daddy brought the scooter out into the compound and then put it on stand. And he did a big ritual around the scooter, and then he kicked the lever and the scooter started. And so he would write down. This is happening every day. And then he noticed that the scooter wouldn't start till he kicked the lever. And so he wrote down his first theory: kick is equal to start. Now, he decided to test this theory. A couple of days where he wasn't even in the balcony, he would sit inside the house and he would hear the kicking sound, and he would tell his mother, "Now the scooter's gonna start." And guess what? The scooter started. So this theory can't be wrong. Now, he decided to test the theory differently. He decided to start the scooter one day. So there was nobody at home, he goes to the garage where the scooter is there, and he gives the lever a mighty kick. But it doesn't start.   0:21:23.3 Balaji Reddie: Now, he says, "This is crazy." So he goes and reads the notes that he made. And then he saw a lot of funny things that were happening. His father was taking a bag off his shoulder, putting it on the handlebar, and touching the scooter two, three places and then kicking the lever. So he went and brought his father's bag, put it on his shoulder, took it off, put it on the handlebar, did that whole ritual, and then kicked the lever. But the scooter didn't start. He said, "Now, what's wrong? Maybe I've not observed properly." So the next day, the whole system came under scrutiny. But he didn't observe anything special at all. But then again the next day, and then he said, "Wait, wait, wait, wait. There is something he's doing there. He takes the bag off his shoulder, but then he touches the neck of the scooter on the inside, and then he kicks the lever." So what could that be? And then when he observed the next day, he saw there was a key he was inserting and twisting it. And he said, "Oh, damn." So he wrote down his provisional theory: key plus kick is equal to start.   0:22:23.7 Balaji Reddie: And so again, he tests this when there's nobody at home. He gets the key, inserts it and turns it, then he kicks the lever and the scooter starts. So here's where his theory becomes a little more elaborate: key plus kick is start. Now, this works very well till, months down the line, he hears kicking, kicking, kicking, but the scooter's not starting. And so he comes out and looks at his father. His father's desperately kicking away. And he says, "Looks like the old man's got it wrong." So he comes down and asks his father, "Have you turned the key?" And he says, "Oh yeah. You're trying to teach your father how to start the scooter." "Then why isn't the scooter starting?" "I don't know." So they take it to an elderly gentleman staying nearby. "Look, the scooter's not starting." So that elderly gentleman is quite unperturbed. "Oh, no problem." He does something totally out of the playbook. He runs with the scooter, jerks it into motion, and the scooter starts.   0:23:20.4 Balaji Reddie: So key plus kick completely collapses, and this kid is flummoxed. He asks his father what made the scooter start, and that's where he gets the answer, "You'll learn when you grow up." Now, this kid grows up with the question in his head, "How did the scooter start that day?" And he reaches seventh grade where they're having a subject called science, general science. And the teacher that day in class is discussing Newton's laws of motion. And she starts, "Body continues to be in a state of rest..." etc., etc. "And to every action there's equal and opposite reaction," and, "rate of change of momentum is equal to force." And the moment that kid hears that sentence, "Rate of change of momentum is equal to force"...now here's the point I'm making. To every child sitting in that classroom, this was just information. But one of those things answered a question; it became knowledge. He suddenly realized when his teacher said, rate of change of momentum is equal to force, that's when he said, "When you're running with the scooter or kicking that lever, I'm generating a force which is making the scooter start."   0:24:32.2 Balaji Reddie: And soon, of course, when he grows up, he inherits the scooter, and every time he has a problem, he runs with it, jerks it into motion. But one day he's doing that and then the scooter is just not starting. So he takes it down to the motor mechanic, and the mechanic does something very funny. He goes underneath the scooter and comes out with a contraption called the spark plug and shows him how dirty it has become. Then cleans it, puts it back and then kicks the lever and the scooter starts. So now he's got a big elaborate theory. When I kick that lever or run with the scooter, I'm generating a force, the force ignites a spark, the spark ignites the fuel, and the scooter starts. Now, I know this is not how it happens, but I think I made my point.   0:25:13.9 Balaji Reddie: But if you go through this entire narration that I've just made, if you realize something, that every time this child was proven wrong, he learned something new. And he was proven wrong because he had a theory. It may not have been correct, but it was a theory. So theory is not the opposite of practice; theory is a guide to better practice. And the more your theory is proven wrong, the more you learn. And the theory is based on what you have seen, what you see before your eyes. You liken it to something, an experience, something you've seen, something you watched. And that's how theories are generated. And that's when Dr. Deming said, if you want to understand the complexities in a system, you begin with theory. "I think. I feel. Let's try this." It worked? Great, "Let's do it again." If it did not work? Great, "Let's see under what conditions it would work?" And that's why he said we need to cooperate to understand the system, because when we sit together, each one comes out with a different theory based on what our backgrounds are. I think once we had this discussion, like if I were to start describing to you the road reaching to my place, you already start constructing a mental picture based on whatever you've seen in life. And that's your theory.   0:26:50.3 Balaji Reddie: Now, when you actually land here, you say, "Oh, I thought this and I'm seeing this." So that's what happens with Plan-Do-Study-Act. We're all born with this. It's a natural way of learning. It begins with a theory: I think; I believe; Let's try. And then you actually carry out that set of steps which you think would give you the result. And then you study. "Did I get the result? Did I not get the result?" And then you act. "Maybe I need to modify my theory. Maybe I need to add to it. Maybe just abandon the theory."   0:27:23.6 Balaji Reddie: I remember once somebody asked me this question, "That if we abandon the theory, what happens?" Well, you get to know the limitations of your existing theory. And the more you know where your theory fails, the more powerful it becomes for you. If you can predict failure, you have really understood the process. So when you know that this is gonna fail, then you've really understood this. So this theory, this is a system of learning, and all of us are born with this. We all have this natural inclination of asking questions. So that system of learning which leads to theory, we're born with it. But the problem is this: there are some people who learn by watching, some people who learn by doing, some people who learn by reading, some people who learn by writing. For some people, one word is enough. For some people, you have to keep repeating the theory till the person says, "Okay. I understand it."   0:28:22.9 Balaji Reddie: Now, is this wrong? We're just different from each other. And that, is what Dr. Deming said, is the understanding of psychology. You need to understand the learning process of a person, and then you need to interact with that person. So whether it is an employee in your company, whether it's your customer, whether it's your supplier, you need to understand. And I would reduce that word to being empathetic. Understand, be empathetic, and not just understand what makes that person tick. Broadly, we say learning process. Now, a lot of corollaries that come out of this, that you cannot copy an example without understanding the underlying theory behind it. It's not how that person has been successful, but why. And for that, you need to... Because we come from so many different backgrounds, that's why Dr. Deming said, you need to have operational definitions before you start communicating to each other. So all of these are an outcome of the Theory of Knowledge. One is the concept of experimentation. That means the more you fail, actually, the more you learn. But management rewards only successes. The appraisal system works only on successes. We need to also recognize failures, because that's where you know where it failed and what you need to do next. And as they say, failures are the stepping stones to success, etc. Fine. But if you're doing it in a very structured scientific way, your rate of success would go faster.   0:30:05.1 Andrew Stotz: And I think that's an important part, is the structured way. Because one of the things... I was just teaching a management team, about 35 people, yesterday. And I was teaching them about corporate strategy, and that there's many ways to win in corporate strategy. Could be the low-cost leader, or whatever. But one of the ways I describe, is what I call, know-how. That your firm has some special knowledge, or some special skills, or expertise, that you've accumulated over time. And this brings us to the point of... Because many times, I've thought about the Theory of Knowledge, and thought, "Yeah, we do that." We casually do exactly what you said. We ask a question, we have a little theory, we test it. But the problem is, many companies think that they have know-how as a competitive advantage, until the person with the know-how leaves. And then they realize, "Oh, we just had one superstar." The question is, do we have a formal or structured way of acquiring and disseminating knowledge, till it becomes common knowledge in our company? And that's where the Theory of Knowledge, and the PDSA, I see brings a lot of value.   0:31:36.2 Balaji Reddie: Yeah. So that's why the joke going around is know-how, know-what, but more important now is know-when and know-who. Even if you know who, it leads to the when, what, and how. Sometimes, you tend to thank the person profusely because that person says, "I know who knows to solve this," and then it takes you right there.   0:32:01.7 Andrew Stotz: Here's a fun thought exercise that I like to think of, is that... You and I both read physical books. And I've got thousands of them surrounding me in my office. But we're in a point in time where the future generations are not gonna read physical books. They're gonna read books that are online and...   0:32:27.0 Balaji Reddie: Right.   0:32:29.0 Andrew Stotz: And then we look at someone's house in the future. There's not gonna be books in their house. It's gonna be on their pad, on their phone, in the cloud. Now, one thing that's kind of interesting is, think about... Imagine that there's a solar flare hits the earth and wipes out all the books. They're all gone. In fact, all of our accumulated knowledge, of research studies, and everything. For the first time in human history, there's like this moment where everything's gonna... It wouldn't happen nowadays because people still have a distributed libraries, distribution of the knowledge. And all of a sudden, you could be without knowledge. And so this is part of the reason why, in a company context, it's important to have a method for acquiring, but also a method for consolidating, and collecting, and building knowledge, and upgrading it. Anyways, that was just some fun thing that I've been thinking about in my head. So anyways, keep going.   0:33:35.7 Balaji Reddie: Yeah, no. That's what's going on right now with the HR departments in companies, knowledge management, because they say, like you said, the person leaves and everything leaves along with them. So apparently, what happens is, when they are debriefing after a successful project... And this implementation thing which I read in Dr. Juran, he used to call it the Santayana review, George Santayana, who made that famous statement, "Those who forget the past are condemned to repeat it." And so he would say at the end of the entire project, y'all sit together... And like from the defense, you have this thing called, debriefing. You narrate everything, and it's verbatim. You take down what you went through so that that remains on record. And so we used to do this in our company. At the end of the project, we used to have the last meeting, and the last document that we used to put on the file, which used to close the file, the improvement file, was "Things Gone Right, Things Gone Wrong."   0:34:37.7 Balaji Reddie: And without that, no project file was completed. No project was completed. We used to have that last meeting, and the new team coming in would ask for the recently completed projects, and begin with reading that document first, because we don't want to repeat the same mistakes. And this is the only way. So nowadays, I've seen this, that the HR person also sits around in that meeting and asks the question, "Okay. You took this decision, but what made you take that decision?" Because they want that to be replicated. Turning tacit into explicit. So that that comes from here. If you understand why Juran explained... That's why I keep saying this, that I could understand Juran because I read Deming; and I could implement Deming because I read Juran. They're not mutually exclusive. And so when people get into this stupid argument of who was better, you're losing out on their learning by getting into that silly argument. They were very compatible. Maybe, they had different ways of expressing themselves.   0:35:51.7 Balaji Reddie: And so coming back to what Deming said, he said that this is Theory of Knowledge, and so you are in a continual state of learning when you're dealing with, what you call as, random causes. But in a state of assignable causes, that's the low-hanging fruit. It gives you the instantaneous results that management wants to see. But at the same time, if you're exposed to Profound Knowledge, you know that if you take such drastic steps of elimination, etc., etc., to show those results, the low-hanging fruit, a person with Profound Knowledge would keep his eyes and ears open to note any kind of changes, anywhere, in either a related or an unrelated system. And then make changes accordingly. You can't just leave it at that.   0:36:44.4 Balaji Reddie: So my experience in my company when I started implementing this... Because we had... What? 77 different interconnected processes which were running to make the company... Well, from start to end. Which included some manufacturing, some finance, some personnel. So these are all interconnected. And we found that if you're making changes, they would affect the other processes, sometimes directly, sometimes indirectly. So you have to keep revisiting those processes again and again, and seeing how you can optimize. And my estimate, is that it takes around three, to three-and-a-half years to actually attain some kind of predictability in the entire organization, if you're using good teams and using Profound Knowledge. If you are not using Profound Knowledge, you will gain some very good... You'd have some very quick gains, no doubt about it. But then the other problems may resurface. And if you've seen the path of frustration that Dr. Deming has drawn in, 'Out of the Crisis,' there's a diagram that you reach... You expect improvement and you don't, and it stagnates. And that's exactly what happens when you don't have Profound Knowledge. You tend to stagnate, and in fact, you start going the opposite direction. If you see it as a better way of learning and understanding your processes, then definitely, things can get much, much better. That's how I look at it.   0:38:28.8 Andrew Stotz: Excellent. Right.   0:38:29.9 Balaji Reddie: So in my own company, it took three-and-a-half years, to see things. And then we saw the effect of all this when we had to grow as a company, and from having something like 30-40 people, to close to 300. The growth was crazy. But because we had been exposed to all this, things became easier, let me put it that way.   0:38:57.4 Andrew Stotz: Yeah. It's funny because what I was just thinking about... Normally, when we say, "You have to grow," we're talking about like growing revenue, growing market share. But what you're also talking about, is you have to grow in your knowledge.   0:39:11.0 Balaji Reddie: Yes. You have to.   0:39:13.7 Andrew Stotz: Otherwise you can't manage it.   0:39:17.4 Balaji Reddie: Right.   0:39:20.7 Andrew Stotz: And anything else you want to add on this topic?   0:39:24.1 Balaji Reddie: Well, this is... So this is where you have all the four sciences acting together. So if I were to, in a nutshell, put together what we have just discussed of all the four sciences, I'll just pull up a list of points, and if we can sometime do perhaps a video call... Excuse me... Then... Just give me a minute.   0:39:55.5 Andrew Stotz: Yep.   0:39:56.5 Balaji Reddie: Okay. So here we are. So let's get to Profound Knowledge. Okay. So let's begin.   0:40:07.5 Balaji Reddie: So understanding... So appreciation for a system. The points you need to look at: that cause and effect are not closely related in time and space; that outputs are the results of a myriad of inputs; there exist synergistic relationships among the inputs themselves; And we need to understand the importance of a common aim and purpose for a system to function well. We come to understanding variation. That's learning how to think statistically, that is how to distinguish between matters that require immediate attention, what we call as, assignable cause variation; versus matters that require constant attention, which is what we call as, random cause or common cause variation., And understand that taking cognizance of and managing this variation, is synonymous to better quality. About Theory of Knowledge: the importance of theory; using theory to interpret observations; and experience is not doing the same thing again and again, but doing different things and learning from your failures. So you keep doing... Even if a person says, "I've got 30 years of experience," it could be... I don't say it's always... It could be the same thing being done for 30 years. But doing different things in 5 years, you could gain a lot more experience than doing the same thing for 30 years. And then you understand how to learn faster. The day you discover your learning process, is the greatest day of your life. And the funny thing is you can't discover it yourself. You need outside help. And that could be a mentor, maybe a teacher, maybe a friend, I don't know, it could be anybody. And understanding of psychology: okay, that people are inherently good; they want to do a good job; they learn differently, therefore they think differently. Working on people's learning systems and processes, rather than trying to exhort them, that would be better, learning their processes... And ranking... You cannot compare one person's learning system with another. Each one has their own learning system. You have to learn how to appreciate that and hone it, and make a person better at what they do.   0:42:40.2 Balaji Reddie: So these are the four sciences acting together. And that gives you Profound Knowledge. And we said here when we started, that when you have Profound Knowledge, you ask different questions. So when you start looking at things happening around you, and you start asking these questions... Because Dr. Deming said that people are the only living parts of any organization, and so you need to understand them. So I keep joking about this sometimes, that how do we learn this theory and psychology? The best thing is to... If you have a pet at home, if you can predict the behavior of your pet, then you really have Profound Knowledge. Because here is a living creature who can't communicate to you what they want, and if you can understand that, that's real empathy. When you understand your pet, or whatever.   0:43:43.5 Andrew Stotz: That's competitive advantage.   0:43:45.6 Balaji Reddie: Yes.   0:43:49.2 Andrew Stotz: Fantastic.   0:43:50.4 Balaji Reddie: Also, I keep saying this, when the womenfolk, they take a break when they are expecting. And then they come back to work after they've had their children, they had a child or something, people say that they've come back to work. I said, "Oh, they have not been away from work." They've done work which is so different right now. They've learned so much. So it's unfair to say that you've taken a break. I think women are never on a break. Whether they're in the family way, whatever, they are working. It's just that we define work as something that you do at a place of work, that is an office where they're doing work. Even when they're with a child trying to understand what that damn child is trying to say. I mean, just imagine, they learn how to... What that kid is going through, even though that kid can't communicate. And somehow, they have that instinct. So they have it more than us. I mean, of course, when you have parenting, which is done by both men and women now... During our time, of course, it was more women-oriented. We came from a different generation. But I see that change now. And so I keep saying this, that if you spend time trying to understand babies, or trying to understand your pets, I think you become more empathetic. And automatically, your Theory of Knowledge bit, and your psychology, starts getting stronger.   0:45:21.7 Andrew Stotz: Yes. I'm gonna test the theory. If I give my child this, they're gonna be quiet. Yeah. There you go, Theory of knowledge.   0:45:33.5 Balaji Reddie: There you go.   0:45:34.4 Andrew Stotz: Fantastic. Well Balaji, let's end it there. And on behalf of everyone listening, I want to thank you again for this discussion. And for listeners, remember to go to deming.org and jump into DemingNEXT to continue your journey. There's so much there now, it just keeps growing. So, this is your host, Andrew Stotz. And I want to leave you with one of my favorite quotes from Dr. Deming, I just can't stop saying it: "People are entitled to joy in work."

Santayana: Latin rock guitarist or materialist conservative thinker? Find out as we discuss Irving Babbitt, Paul Elmer More, and George Santayana, exploring what their critiques of early 20th-century American utilitarianism, materialism, and pragmatism mean for political conservatism today. Follow us on X!Give us your opinions here!

On this episode of On the Brink with Andi Simon, I had the pleasure of speaking with Alan Gregerman, an internationally recognized authority on business strategy, innovation, and the hidden potential within all of us. Known as the “Robin Williams of Business Consulting,” Alan brings humor, humanity, and deep insight into how we can adapt, grow, and innovate in a world changing faster than ever before. I couldn't wait to share this podcast with you! My friend and innovation mentor, Alan Gregerman, joined me on On the Brink with Andi Simon for a stimulating conversation that digs into the interesting challenges facing all those who want to find their own best way of innovating. The "Robin Williams of Business Consulting," Alan injects humor, humanity, and leading-edge thinking into the brutal truth about how we need to adapt, change & innovate so now we win in a world changing faster than ever. Alan's latest book, "The Wisdom of Ignorance: Why Not Knowing Can Be a Catalyst for Innovation in an Uncertain World," reminds us that our lack of knowledge can be the source of the greatest discovery. During our conversation, we discussed his unique personal journey, his desire to help others reinvent themselves, and the most critical skills for all of us to cultivate to succeed in a world of disruptions. Curiosity Begins Early Alan revealed that his interest in other cultures began in early life. His mother, a specialist in world history, and one cherished gift — an atlas — prompted him never to stop learning and exploring. That early sense of curiosity would eventually form the basis of his career: to help businesses and individuals look beyond what they know, he tells them, to find new ideas in unexpected places. This investigative spirit has characterized his writing, from Lessons from the Sandbox (about reclaiming the creativity of childhood) to Surrounded by Geniuses (on how ordinary people and ideas can spur innovation) to The Necessity of Strangers (for why we must connect with people unlike ourselves). Now, with The Wisdom of Ignorance, he contends that expertise is not sufficient: we must develop the courage to say "I don't know" and use that humility to drive our future expos. Why Adults Resist Change A common refrain in our conversations was how hard it is to make a change. Alan reminded us that whereas 10% of people are quick to embrace new concepts, and another 10% resist vigorously, the rest of us tend to be somewhere in between. This resistance is not only cultural — it's neurological. Because our brains are wired to conserve energy, they will always prefer established habits over new things to learn. It's why Alan emphasized that innovation frequently demands creating small, quantifiable experiments. We can try ideas out incrementally rather than insisting on wholesale change overnight. These experiments help build confidence, reduce fear, and allow us to adjust more organically to the world as it changes. Watch our video of our podcast on YouTube. Wisdom of Ignorance Alan's methodology is based on what he dubs the six fundamental skills for flourishing in uncertain times. Central to them is purpose. Without something transformative and exciting enough to wake up for, innovation merely wanders around aimlessly. Clarity of purpose, whether it's in a for-profit or not-for-profit organization, is what leads to curiosity and experimentation, which begets growth. "When I speak with people at non-profits, one of the common themes you'll hear is a greater sense of purpose than businesses," Alan says that both sectors need to revisit and sharpen their "why constantly." "Best is a space that's kind of a moving target," as he put it. What works today is no guarantee of relevance tomorrow, and without purpose, even the greatest idea can lose its impact. The Six Essential Capabilities of an Innovative Organization Alan boiled it down to six related skills - all of which are the building blocks of his book and consulting practice: 1. Purposefulness – Commit to something worth doing that is meaningful. 2. Curiosity – Ask for inspiration and you will find it, remembering that behind most great ideas is the thinking of others. 3. Humility – Acknowledge we don't have all the answers, discovery starts with an open mind. 4. Respect – Respect everybody and everything, they are coming from somewhere unexpected. 5. Focus Forward – Peer into the future with a focus on newer trends, cultures, and ideas. 6. Paranoia: Stay aware of the fact that competitors and threats are always on your heels. These habits together prompt us to adopt what Santayana gleefully termed "enlightened ignorance" — a stance that appreciates not knowing as yet as the beginning rather than the end of knowledge. Lessons for Leaders As an anthropologist, Alan's take felt eerily familiar. We both believe that growth is often staring organizations in the face, disguised in plain sight — if only they can look beyond their routines and assumptions. Leaders need to push teams out of their comfort zones, provoke new ways of thinking, and acknowledge progress along the journey. Alan cautioned us that our customers aren't loyal because they're devoted to us — they stay with us because switching to another provider seems more complex. But they'll leave as soon as something better comes along. Innovation, therefore, isn't optional. It's survival. Human-Centered Change All this talk of disruption nowadays is mainly centered on technology — and current trend words like AI, Bitcoin, blockchain, or the Fourth Industrial Revolution — but Alan warned us to remember that much more critical forms of change are human and social. From changing values across generations to increasing loneliness and shifting work habits post-COVID, leaders need to pay attention to the people side of transformation. He urges us to reach out to strangers, listen more closely, and pay attention to the subtle signs of change that are all around us. In it, we can transform ignorance into discovery and shape futures that count. A Final Thought Alan's lesson is that you don't have to have all the answers in your mind to do something remarkable. All you need is a sense of purpose, curiosity, humility, respect for others, and a focus on the future — together with just enough paranoia to keep you from being complacent. Most of all, you need to warm up to the wisdom that eighth graders get every single day going into high school: not knowing. For, as these people remind us: "We all actually do have the ability to make a difference. It's something we can attain if we engage in a few crucial behaviors each day." His new book, The Wisdom of Ignorance, was published on October 14 and is available wherever fine books are sold. Key Takeaways: • Lean into what you don't know — that's where the wonder is, and that's where you'll feel becoming. • Purpose orients; small experiments build confidence. • Remain curious, humble, respectful of norms and traditions while remaining future-oriented, and a bit paranoid. • The human and social change is at least as important as the technological disruption. • Each and every one can make a difference one step at a time. Connect with Alan:  Alan's Profile: linkedin.com/in/alan-gregerman-a33b236 Website: alangregerman.com/ (Personal Connect with me: Website: www.simonassociates.net Email: info@simonassociates.net Books:  Learn more about our books here: Rethink: Smashing the Myths of Women in Business Women Mean Business: Over 500 Insights from Extraordinary Leaders to Spark Your Success On the Brink: A Fresh Lens to Take Your Business to New Heights Listen + Subscribe: Available wherever you get your podcasts—Apple, Spotify, Stitcher, YouTube, and more. If you enjoyed this episode, leave a review and share with someone navigating their own leadership journey. Reach out and contact us if you want to see how a little anthropology can help your business grow.  Let's Talk!

Este pasaje es impactante, nos enseña que los hombres nunca aprenden nada de la historia. La famosa frese: “Aquel que no conoce su historia está condenado a repetirla”, esta frase se atribuye en primera instancia a Napoleón Bonaparte pero también se dice que quien inició con esta evaluación del pasado, presente y futuro, fue el filósofo español Jorge Agustín Nicolás Ruiz de Santayana cuando dijo: “Aquellos que no recuerdan el pasado están condenados a repetirlo”.Escribió Salomón: “No hay  nuevo bajo el sol”, para Salomón la historia se convierte en un ciclo interminable y los hombres y naciones parecen atravesar siempre por las mismas circunstancias sin aprender nada y auto destruyéndose.Dios y su Palabra deben ser el centro de todo ser humano, de no ser así, El hombre está condenado a una consecuencia terrible.Solo por mencionar unos versos que en el Nuevo Testamento citan, es que lo que está en el antiguo testamento fue escrito como ejemplo o modelo para no repetir lo que ellos hicieron:1 Corintios 10:6-13, la historia bíblica nos da el mejor y amplio panorama de los pecados mortales que destruyeron a Israel y también la manera en que debemos actuar.

Nos trasladamos con Álvaro Anula hasta la calle de San Bernardo, número 67. Es allí donde tenemos que situarnos porque hay una placa que nos cuenta que allí vivióun filósofo, poeta y novelista de los siglos 19 y 20. Se encargó de volver a estrechar lazos entre América y España en una época en donde estaban un tanto “deshilachados”. Hablamos de Jorge Santayana.

Alfonso Goizueta conversa con José María Pardo de Santayana, coronel del Ejército de Tierra y analista geopolítico, y Pedro Rodríguez, director de contenidos de la Revista Política Exterior y profesor de Relaciones Internacionales, en el tercer aniversario de la invasión de Ucrania. En febrero de 2022, la Rusia de Vladimir Putin invadió a su vecino dando comienzo a una guerra cruenta que ha dejado miles de muertos y sacudido el escenario internacional. Tres años después, esta guerra de agresión puede acabar en los mejores términos para Rusia con la ayuda de la Administración Trump y pese a la movilización de la mayoría de países europeos y de la UE. ¿Cómo se ha desarrollado esta contienda en el plano militar? ¿Vamos camino de una partición de Ucrania? ¿Qué nuevo mundo enfrentamos?

It is amazing that words uttered when years could still be written with two digits are a laser light exposing reality 2,000 years after the fact. It is a perfect example of Santayana's maxim that the past is repeated by those who can't remember (or read) it. None of us were in existence during the life of Seneca and most Americans are too incestuously nationalistic to put credence in the brilliance of anyone not born on US soil to European origin parents let alone read anything not originally written in English making them vulnerable to repeating mistakes others removed from the repertoire long, long ago.

The Constitution Study with Host Paul Engel – When I look around today, I feel a sense of nostalgia. After all, we have campus demonstrations, political assassinations, a sexual revolution, and crime, just to name a few of the similarities. This makes me believe Santayana was correct, "Those who cannot remember the past are condemned to repeat it." You know what they say: If you can remember the '60s, you weren't really there...

The Constitution Study with Host Paul Engel – When I look around today, I feel a sense of nostalgia. After all, we have campus demonstrations, political assassinations, a sexual revolution, and crime, just to name a few of the similarities. This makes me believe Santayana was correct, "Those who cannot remember the past are condemned to repeat it." You know what they say: If you can remember the '60s, you weren't really there...

Como cada año se celebran en El Escorial los cursos de verano de la Universidad Complutense de Madrid que tratan los temas más relevantes del momento y reúnen a personalidades de prestigio de varios ámbitos. En estas jornadas sobre 'Tendencias geopolíticas' que organizan en colaboración con el Instituto Español de Estudios Estratégicos se debate durante toda la semana sobre el sur global, un término en el que profundizamos con nuestros invitados: Danat Mussayev, embajador de Kazajistán en España; José Pardo de Santayana, director del IEEE; Jesús Gil Fuensanta, profesor de la Universidad Autónoma de Madrid y Antonio Alonso Marcos, profesor de la Universidad San Pablo-CEU.Escuchar audio

Las Migas nos presentan "Rumberas". Raku, el orangután que sabe cuidarse una herida con plantas medicinales.Terminamos por esta semana La Tarde con música y curiosidades de la ciencia:Las Migas: El cuarteto formado por Marta Robles, Carolina “La Chispa”, Alicia Grillo y Laura Palacios se acerca a nuestros estudios para presentarnos su último trabajo. "Rumberas" es lo nuevo de Las Migas.Graban por primera vez a un animal salvaje curándose una herida con plantas medicinales: Rakus es un orangután que tenía una herida abierta bajo el ojo, masticó una planta, se la puso sobre la herida y en pocos días empezó a cicatrizar y al mes no tenía ni rastro de ella. Conocemos los métodos y comportamientos curativos naturales de esta especie con José Ignacio Pardo de Santayana, director y fundador del Zoo de Santillana del Mar (Cantabria).Escucha ahora 'La Tarde', de 18 a 19 horas. 'La Tarde' es un programa presentado por Pilar Cisneros y Fernando de Haro que se emite en COPE, de lunes a viernes, de 16 a 19 horas, con 498.000 oyentes diarios, según el último EGM. A lo largo de sus tres horas de duración, "La Tarde" ofrece otra visión, más humana y reposada, de la actualidad, en busca de historias cercanas, de la cara real de las noticias; periodismo de carne...

The Constitution Study with Host Paul Engel – I explore the baffling cycle of American politics, where voters repeatedly elect dishonest leaders, hoping for change. I examine the persistence of past failures, from escalating national debt to flawed crime policies. Reflecting on our electoral choices, I draw on Einstein and Santayana's wisdom, questioning the logic and sanity behind these recurrent patterns. Why do we expect different results...

The Constitution Study with Host Paul Engel – I explore the baffling cycle of American politics, where voters repeatedly elect dishonest leaders, hoping for change. I examine the persistence of past failures, from escalating national debt to flawed crime policies. Reflecting on our electoral choices, I draw on Einstein and Santayana's wisdom, questioning the logic and sanity behind these recurrent patterns. Why do we expect different results...

Spanish philosopher George Santayana didn't have Palestine in mind when he coined the phrase, ‘history repeats itself.' Yet, Mr. Santayana's maxim may apply to Hamas when comparing the group's political evolution to the 16-year-torturous road traversed by the Palestine Liberation Organization (PLO) from classification by Israel and its Western allies as a terrorist organization to establishing the Palestine Authority on Israeli-occupied Palestinian land.

Aunque no especialmente célebre en España, la figura de George Santayana es esencial para comprender el desarrollo de la filosofía tanto en nuestro país como en el extranjero.

Santayana is credited with saying "Those who cannot learn from history are doomed to repeat it." New York City is considering sending a good chunk of US history down the "memory hole" by destroying statues of George Washington. Also today: Sen. Rand Paul says "no way" to more Ukraine aid; vows to block any fast-track. Meanwhile Ukraine is holding a US citizen Gonzalo Lira in prison for having a different opinion about the war and Ukraine's spokesperson threatens to "hunt down" others like Lira.

Cuando decimos que el cristianismo es una fe histórica, nos referimos a algo más que a la antigüedad de sus creencias. Es histórica porque depende de la Historia. Si lo que cuenta el Evangelio según Lucas sobre Jesús no es verdad, no tiene sentido creer en Él. No es como Buda, Mahoma o cualquier otro maestro religioso, que su enseñanza no depende de la realidad de su biografía. El cristianismo es Cristo. La frase de que "La Historia no nos enseña nada" se atribuye a diferentes autores. En Europa pensamos que es de Hegel, pero en América citan a ese curioso filósofo llamado Santayana, nacido en Madrid. cuya frase colgaba sobre el trono siniestro de Jim Jones en la masacre de Guyana. Sting hizo una canción con ella, para que nos diéramos cuenta de que "no enseña nada, porque nadie la escucha" (History Will Teach Us Nothing 1987). El músico español Luis Prado se da cuenta de la fragilidad de la verdad en las redes sociales en un compasivo diálogo con un amigo perdido en la confusión de las teorías conspiratorias (Te vi terraplanista 2021). La "Roca de la eternidad" es el único fundamento en que basar nuestra vida, canta Gillian Welch (Rock of Ages 1998). Si Jesucristo no resucitó, no es sólo Antonio Bandera el que tiene un problema en "The Body" (2001), para dar la cara como agente del Vaticano ante semejante "fraude piadoso". Escuchamos algunos de los fascinantes diálogos del personaje que hace de jesuita salvadoreño con la arqueóloga israelí que interpreta una joven Olivia Williams y el veterano religioso que hace Derek Jacobi. José de Segovia comenta la película con la banda sonora original de Serge Colbert en relación con el prólogo del Evangelio según Lucas. La verdad que Lucas investiga en los primeros versículos del 1-4 es quién es "Jesús Cristo", a quien canta el brasileño Roberto Carlos en su canción de 1970. La pregunta es importante porque "Lo que necesitas es a Jesús", dice el grupo de rap Public Enemy en 1998. Seguiremos con este primer capítulo de Lucas en nuestra siguiente parada en la Ruta por los 66 libros de la Biblia en nuestro viaje por la vida.

This week Kirsty is chatting to Vivek Santayana all about how he has cultivated community in the city, ways to be inclusive in different spaces, his personal experiences of racism, avoiding advocacy burnout and much more. You can check out Vivek on Twitter (@viveksantayana) or his website. To follow along with all things FAB head to Instagram, TikTok or our website. Don't forget to review, follow/subscribe and share the episode! New episodes recorded right here in Edinburgh released every Sunday evening. Check out our sister podcast: Small Talk for episodes discussing different concepts every Saturday! Also you can find out more about Korfball here. Gem of the City: The Bearded Baker Charity of the Week: Impact Arts Poem of the Week: 'Wild Nights - Wild Nights!' by Emily Dickinson Coorie In Essential: Folklore fleece from The Sunday Dream

George Santayana fue uno de los filósofos más representativos del siglo XX. Maestro de, entre otros, Wallace Stevens O T.S. Elliot, fue portada del Time y propuesto para el Nobel de Literatura...aunque Santayana hizo todo lo posible para que no se lo dieran. Ahora, la Fundación Banco Santander acaba de publicar en su colección Obra Fundamental una Antología del Espíritu de George Santayana. Un extenso trabajo del profesor y filósofo Antonio Lastra.Síguenos en Twitter (@ElOjoCriticoRNE) e Instagram (@ojocritico_rne)Escuchar audio

Hoy Recordamos a Raquel Pardo de Santayana con un sumario de todo lo que ALCE consigue por los más pequeños y por los mayores también. Ademas, escucharemos la labor literaria de los niños de ALCE en un relato de El Quijote. Disfrútalo.

Buenas noches Centinelas. Cómo ustedes saben, UMMO provocó unos efectos secundarios y unos daños colaterales muy nocivos para algunas de las personas que se vieron implicadas en ese fraude ufológico. Se perdieron vidas, y no hablar de ello dando la espalda a algo así por muy manido o prostituido que esté, no vamos a ninguna parte. Como dijo el filósofo español Jorge Ruiz de Santayana, “Quien olvida su historia está condenado a repetirla…” Por humanidad, compañerismo y decencia profesional, tampoco me parecía justo que se desacreditara y se se insultara a compañeros y amigos como Manuel Carballal, David Cuevas o a Juan José Sánchez Oro, entre otros, simplemente por posicionarse, pensar y argumentar coherentemente que UMMO es un fraude, y que Jordán Moreno trata de refundar ese fraude. Lamento profundamente que alguien pueda sentirse molesto por dar voz en este programa a José Luis Jordán Moreno, lo siento en el alma pero tiene todo el derecho del mundo a expresarse, y con ello además cumplimos la máxima de El Centinela del Misterio de no quitarle la palabra ni la opinión absolutamente a nadie. Aún así, asumo las críticas y bajo ningún concepto culparé a nadie de esas críticas ya que todo lo ocurrido en este espacio es responsabilidad absoluta mía; hace muchos años que este programa y yo mismo tenemos criterio propio para no sentirme o sentirnos obligados por nadie a hacer algo que no queremos hacer. No mostraré jamás arrepentimiento por dar voz en mi programa a todo el mundo que lo haga con educación y respeto, y en el caso concreto de UMMO y José Luis Jordán Moreno, lo volveré a hacer una y mil veces y cuando yo lo crea oportuno…sin ir más lejos ya está todo preparado para llevarlo en un futuro muy cercano a El Centinela del Misterio en 7NN Televisión https://7nn.tv/ A ver si infinidad de profesionales van a tener derecho a entrevistar a Jordán Moreno mientras el resto del mundo guarda silencio, y si un servidor y este programa lo hacemos, se nos va a demonizar por el artículo 33… desde luego eso no lo vamos a permitir, más que nada por respeto a nuestros más de 160.000 suscriptores, y sobre todo cuando a El Centinela del Misterio le legitiman miles de oyentes y una posición más que privilegiada dentro del ranking de programas de misterio, otras realidades y crónica negra de este país y de parte de América. Aprovecho la ocasión para desearles unas excelentes navidades y un próspero año 2023. Fdo. Carlos Bustos. ESPACIO PATROCINADO POR MET ESPAÑA PRODUCCIONES AUDIOVISUALES. ¿Quieres hacer crecer tu negocio? Anúnciate en El Centinela del Misterio. Infórmate en el 📲 +34 609 67 69 88 Dirección y Presentación. Carlos Bustos Realización. David Castillo Responsable de Producción. Helen Bustos MetRadioTV Ayudante de Dirección Davinia González Recio ©️ ®️El Centinela del Misterio 29/12/2022 Queda expresamente prohibida la reproducción total o parcial de este programa/podcast, por cualquier procedimiento, plataforma de difusión, medio de comunicación, así como el tratamiento informático, el alquiler o cualquier otra forma de cesión sin la autorización previa y por escrito de los titulares del copyright y propietarios de los derechos de El Centinela del Misterio. Los colaboradores, asistentes y personas que usan la palabra en el espacio radiofónico El Centinela del Misterio, se hacen responsables unilateralmente de las opiniones vertidas en el mencionado espacio, y ceden los derechos de su actuación únicamente a El Centinela del Misterio. Escucha el episodio completo en la app de iVoox, o descubre todo el catálogo de iVoox Originals

Buenas noches Centinelas. Cómo ustedes saben, UMMO provocó unos efectos secundarios y unos daños colaterales muy nocivos para algunas de las personas que se vieron implicadas en ese fraude ufológico. Se perdieron vidas, y no hablar de ello dando la espalda a algo así por muy manido o prostituido que esté, no vamos a ninguna parte. Como dijo el filósofo español Jorge Ruiz de Santayana, “Quien olvida su historia está condenado a repetirla…” Por humanidad, compañerismo y decencia profesional, tampoco me parecía justo que se desacreditara y se se insultara a compañeros y amigos como Manuel Carballal, David Cuevas o a Juan José Sánchez Oro, entre otros, simplemente por posicionarse, pensar y argumentar coherentemente que UMMO es un fraude, y que Jordán Moreno trata de refundar ese fraude. Lamento profundamente que alguien pueda sentirse molesto por dar voz en este programa a José Luis Jordán Moreno, lo siento en el alma pero tiene todo el derecho del mundo a expresarse, y con ello además cumplimos la máxima de El Centinela del Misterio de no quitarle la palabra ni la opinión absolutamente a nadie. Aún así, asumo las críticas y bajo ningún concepto culparé a nadie de esas críticas ya que todo lo ocurrido en este espacio es responsabilidad absoluta mía; hace muchos años que este programa y yo mismo tenemos criterio propio para no sentirme o sentirnos obligados por nadie a hacer algo que no queremos hacer. No mostraré jamás arrepentimiento por dar voz en mi programa a todo el mundo que lo haga con educación y respeto, y en el caso concreto de UMMO y José Luis Jordán Moreno, lo volveré a hacer una y mil veces y cuando yo lo crea oportuno…sin ir más lejos ya está todo preparado para llevarlo en un futuro muy cercano a El Centinela del Misterio en 7NN Televisión https://7nn.tv/ A ver si infinidad de profesionales van a tener derecho a entrevistar a Jordán Moreno mientras el resto del mundo guarda silencio, y si un servidor y este programa lo hacemos, se nos va a demonizar por el artículo 33… desde luego eso no lo vamos a permitir, más que nada por respeto a nuestros más de 160.000 suscriptores, y sobre todo cuando a El Centinela del Misterio le legitiman miles de oyentes y una posición más que privilegiada dentro del ranking de programas de misterio, otras realidades y crónica negra de este país y de parte de América. Aprovecho la ocasión para desearles unas excelentes navidades y un próspero año 2023. Fdo. Carlos Bustos. ESPACIO PATROCINADO POR MET ESPAÑA PRODUCCIONES AUDIOVISUALES. ¿Quieres hacer crecer tu negocio? Anúnciate en El Centinela del Misterio. Infórmate en el 📲 +34 609 67 69 88 Dirección y Presentación. Carlos Bustos Realización. David Castillo Responsable de Producción. Helen Bustos MetRadioTV Ayudante de Dirección Davinia González Recio ©️ ®️El Centinela del Misterio 29/12/2022 Queda expresamente prohibida la reproducción total o parcial de este programa/podcast, por cualquier procedimiento, plataforma de difusión, medio de comunicación, así como el tratamiento informático, el alquiler o cualquier otra forma de cesión sin la autorización previa y por escrito de los titulares del copyright y propietarios de los derechos de El Centinela del Misterio. Los colaboradores, asistentes y personas que usan la palabra en el espacio radiofónico El Centinela del Misterio, se hacen responsables unilateralmente de las opiniones vertidas en el mencionado espacio, y ceden los derechos de su actuación únicamente a El Centinela del Misterio.

Read Me to Sleep, Ricky's host Rick Whitaker reads his own selection of aphorisms by Americans: Emerson, Thoreau, Margaret Fuller, Jane Jacobs, Mencken, Santayana, and Aaron Haspel.Music: Frederic Rzewski's "The People United Will Never Be Defeated" VariationsSupport the showRead Me to Sleep, Ricky is hosted by Rick WhitakerContact: rickawhitaker@gmail.comhttps://readmetosleepricky.com

The Constitution Study with Host Paul Engel – It appears the American people are proving those words from Santayana. It should not take much to realize that the United States, and in fact much of the world, is repeating the history of 1930s Europe, not to mention Russia in 1917 and China in the 1960s. Yet it seems. We the People, are content to be led back to those dark...

The Constitution Study with Host Paul Engel – It appears the American people are proving those words from Santayana. It should not take much to realize that the United States, and in fact much of the world, is repeating the history of 1930s Europe, not to mention Russia in 1917 and China in the 1960s. Yet it seems. We the People, are content to be led back to those dark...

Episode 127: #OnTheStacks in the blu door studio with former Wall Street Managing Director, Manny Santayana. "Do the right thing and fear no man!" That is the mantra Manny lives by. Despite almost getting fired from his first sales job at IBM, Manny went on to become a top salesperson at IBM and then for a firm on Wall Street. In 2002, he led an algorithmic electronic trading team at Credit Suisse, where he increased the sales from $2.5 million to $1 billion+ across 47 countries. They ranked #1 in the world and executed 9% of the total US trading volume. Later in his career, he became Head of Sales at NASDAQ, and is responsible for rebuilding the entire NASDAQ sales force after their global trading clients were adversely affected by the Facebook IPO technical trading disaster in 2012. Throughout his life and career, Manny has seen it all, experiencing extreme highs and lows, and what he calls the 4 C's of Sociology: Cooperation, Competition, Conflict, and Corruption. Manny explains how he navigated these phases and the greatest lessons that Wall Street taught him about life. Want to watch this episode? Tap here: https://youtu.be/C9JkZM9bt9w Please enjoy! This episode is brought to you by the following sponsors: The Pest Rangers. Finding insects in your home can be a real pest! Rid your home today from those unwanted creepy crawlers. Visit The Pest Rangers online at ThePestRangers.com #ad Brrrn. Get 15% Off at thebrrrn.com with code "STACKS15" at checkout! #ad blu door Financial helps you save money and reduce taxes to live a fuller financial life. To learn more, visit blu door Financial at www.bludoorFinancial.com. #ad Engage with us on social media: Instagram, Facebook, LinkedIn, or visit us at www.OnTheStacks.com.

En Indra apostamos por el desarrollo en España de un sector del NewSpace con capacidad para liderar grandes proyectos y lanzar al espacio constelaciones masivas de satélites. El año pasado Indra creó junto a Enaire la empresa Startical, que pondrá en órbita una constelación de 240 satélites de pequeño tamaño para prestar servicios que mejoren la gestión y seguridad del tráfico aéreo en todo el planeta. Más recientemente, la compañía ha entrado en el accionariado de la empresa Sateliot, que lanzará un centenar de satélites para facilitar el desarrollo de un internet de las cosas con conectividad 5G. Conoce más sobre el New Space en este nuevo episodio de #EngineeringTheFutureTalks. Además de contar con las voces expertas de Inmaculada Serrano, Chief Technical Officer de New Space de Indra, y Ramón Pardo de Santayana, Ingeniero Senior especialista en análisis de misión y operaciones de satélites, también contamos con las declaraciones de Miguel Muñoz, jefe de soluciones técnicas de Startical, y Marco Guadalupi director de tecnología de Sateliot. Suscríbete a nuestro canal y a nuestra web https://indraempleo.aplygo.com/ para estar al tanto de las últimas novedades en proyectos de defensa, aeroespacio y movilidad.

Hoy despedimos a Raquel Pardo de Santayana con un recordatorio de todo lo que ALCE consigue por los más pequeños y por los mayores también. Ademas, escucharemos la labor literaria de los niños de ALCE en un relato de El Quijote. Disfrútalo.

The Legendary podcaster and composer (but not US Senator) Lindsay Graham is a dear friend of HTDS and an integral part of the podcast's sound. Today, he gets behind the mic with the Prof. to interrogate the oft-repeated adage "those who don't study history are doomed to repeat it." So ... is it true? Centering the conversation around our current HTDS period (Gilded Age and into the Progressive Era) while pulling from various philosophers and thinkers (Hegel, Twain, Churchill, Santayana, and more), Lindsay and Greg dig in. By the way, we're big fans of Lindsay's many podcasts, and Greg has contributed to a few of them as a guest or historical consultant! To check out Lindsay's many narrated history and historical drama podcasts go to https://airship.fm/ Learn more about your ad choices. Visit megaphone.fm/adchoices

At 79, Joe Biden is the oldest president in American history. Concerns about his age top the list for why Democratic voters want the party to find an alternative for 2024.I don't think this reflects an “ageist” prejudice against those who have reached such withering heights so much as an understanding that people in their late 70s and 80s wither.I speak with some authority. I'm now a spritely 76 — lightyears younger than our president. I feel fit, I swing dance and salsa, and can do 20 pushups in a row. Yet I confess to a certain loss of, shall we say, fizz.  Joe Biden could easily make it until 86, when he'd conclude his second term. After all, it's now thought a bit disappointing if a person dies before 85. My mother passed at 86, my father two weeks before his 102nd birthday (so I'm hoping for the best, genetically speaking). Three score and ten is the number of years of life set out in the Bible. Modern technology and Big Pharma should add at least a decade and a half. Beyond this is an extra helping. “After 80, it's gravy,” my father used to say. Joe will be on the cusp of the gravy train. Where will it end? There's only one possibility, and that reality occurs to me with increasing frequency. I find myself reading the obituary pages with ever greater interest, curious about how long they lasted and what brought them down. I remember a New Yorker cartoon in which an older reader of the obituaries sees headlines that read only “Older Than Me” or “Younger Than Me.”Yet most of the time I forget my age. The other day, after lunch with some of my graduate students, I caught our reflection in a store window and for an instant wondered about the identity of the short old man in our midst.It's not death that's the worrying thing about a second Biden term. It's the dwindling capacities that go with aging. "Bodily decrepitude," said Yeats, "is wisdom." I have accumulated somewhat more of the former than the latter, but our president seems fairly spry (why do I feel I have to add “for someone his age?”). I still have my teeth, in contrast to my grandfather whom I vividly recall storing his choppers in a glass next to his bed, and have so far steered clear of heart attack or stroke (I pray I'm not tempting fate by my stating this fact). But I've lived through several kidney stones and a few unexplained fits of epilepsy in my late thirties. I've had both hips replaced. And my hearing is crap. Even with hearing aids, I have a hard time understanding someone talking to me in a noisy restaurant. You'd think that the sheer market power of 60 million boomers losing their hearing would be enough to generate at least one chain of quiet restaurants.When I get together with old friends, our first ritual is an “organ recital” — how's your back? knee? heart? hip? shoulder? eyesight? hearing? prostate? hemorrhoids? digestion? The recital can run (and ruin) an entire lunch. The question my friends and I jokingly (and brutishly) asked one other in college—"getting much?"—now refers not to sex but to sleep. I don't know anyone over 75 who sleeps through the night. When he was president, Bill Clinton prided himself on getting only about four hours. But he was in his forties then. (I also recall cabinet meetings where he dozed off.) How does Biden manage?My memory for names is horrible. (I once asked Ted Kennedy how he recalled names and he advised that if a man is over 50, just ask “how's the back?” and he'll think you know him.) I often can't remember where I put my wallet and keys or why I've entered a room. And certain proper nouns have disappeared altogether. Even when rediscovered, they have a diabolical way of disappearing again. Biden's secret service detail can worry about his wallet and he's got a teleprompter for wayward nouns, but I'm sure he's experiencing some diminution in the memory department. I have lost much of my enthusiasm for travel and feel, as did Philip Larkin, that I would like to visit China, but only on the condition that I could return home that night. Air Force One makes this possible under most circumstances. If not, it has a first-class bedroom and personal bathroom, so I don't expect Biden's trips are overly taxing. I'm told that after the age of 60, one loses half an inch of height every five years. This doesn't appear to be a problem for Biden but it presents a challenge for me, considering that at my zenith I didn't quite make it to five feet. If I live as long as my father did, I may vanish.Another diminution I've noticed is tact. A few days ago, I gave the finger to a driver who passed me recklessly. These days, giving the finger to a stranger is itself a reckless act. I'm also noticing I have less patience, perhaps because of an unconscious “use by” timer that's now clicking away. Increasingly I wonder why I'm wasting time with this or that buffoon. I'm less tolerant of long waiting lines, automated phone menus, and Republicans. Cicero claimed "older people who are reasonable, good-tempered, and gracious bear aging well. Those who are mean-spirited and irritable will be unhappy at every stage of their lives." Easy for Cicero to say. He was forced into exile and murdered at the age of 63, his decapitated head and right hand hung up in the Forum by order of the notoriously mean-spirited and irritable Marcus Antonius. How the hell does Biden maintain tact or patience when he has to deal with Mitch McConnell? Or Joe Manchin, for crying out loud? The style sections of the papers tell us that the 70s are the new 50s. Septuagenarians are supposed to be fit and alert, exercise like mad, have rip-roaring sex, and party until dawn. Rubbish. Inevitably, things begin falling apart. My aunt, who lived far into her nineties, told me “getting old isn't for sissies.” Toward the end she repeated that phrase every two to three minutes.Philosopher George Santayana claimed to prefer old age to all others. "Old age is, or may be as in my case, far happier than youth," he wrote. "I was never more entertained or less troubled than I am now." True for me too, in a way. Despite Trump, notwithstanding the seditiousness of the Republican Party, the ravages of climate change, near record inequality, a potential nuclear war, and a stubborn pandemic, I remain upbeat -- largely because I still spend most days with people in their twenties, whose fizz buoys my spirits. Maybe Biden does, too.But I'm feeling more and more out of it. I'm doing videos on TikTok and Snapchat, but when my students talk about Ariana Grande or Selena Gomez or Jared Leto, I don't have clue who they're talking about (and frankly don't care). And I find myself using words –- “hence,” “utmost,” “therefore,” “tony,” “brilliant” — that my younger colleagues find charmingly old-fashioned. If I refer to “Rose Marie Woods” or “Jackie Robinson” or “Ed Sullivan” or “Mary Jo Kopechne,” they're bewildered. The culture has flipped in so many ways. When I was seventeen, I could go into a drugstore and confidently ask for a package of Luckies and nervously whisper a request for condoms. Now it's precisely the reverse. (I stopped smoking long ago.)Santayana said the reason that old people have nothing but foreboding about the future is that they cannot imagine a world that's good without themselves in it. I don't share that view. To the contrary, I think my generation — including Bill and Hillary, George W., Trump, Newt Gingrich, Clarence Thomas, Nancy Pelosi, Chuck Schumer, and Biden – have fucked it up royally. The world will probably be better without us.Joe, please don't run. This is a public episode. If you'd like to discuss this with other subscribers or get access to bonus episodes, visit robertreich.substack.com/subscribe

Who reads philosophy books? Not many. Maybe that's why George Santayana hid the medicine in sweeter wrappers. His The Last Puritan is an example. This week's episode is a selection from another venerable literary form, the dialog. It reminds me of the show from decades ago where a group of famous people from history were in a Sunday morning talk show-like format. In his book, "Dialogues in Limbo," Santayana features a pilgrim from our time who has found his way into a place where he can have some pretty serious discusions with Socrates, and others. Audiobook, Kindle and print editions --- This episode is sponsored by · Anchor: The easiest way to make a podcast. https://anchor.fm/app --- Send in a voice message: https://anchor.fm/russell-stamets/message Support this podcast: https://anchor.fm/russell-stamets/support

We can debate how this happened, but I think it is more important we recognize where we are going and decide if that is our preferred destination. Santayana said, "Those who cannot remember the past are condemned to repeat it." Will America heed the warnings from those writers of the past, or are we condemned to live ⏤ imitating their art?

We can debate how this happened, but I think it is more important we recognize where we are going and decide if that is our preferred destination. Santayana said, "Those who cannot remember the past are condemned to repeat it." Will America heed the warnings from those writers of the past, or are we condemned to live ⏤ imitating their art?

Korfball Player Profiles is the fourteenth season of the Half Court Press Podcast. In this series Tao MacLeod talks to players about their lives outside of the sport, as well as their careers, experiences and perspectives within korfball. In episode four we chat to Vivek Santayana. Originally hailing from India, Vivek Santayana now calls Scotland his home, after moving here to study at Edinburgh University. A decade later and he has become a part of the korfball community within Edinburgh, having started out with the University and is now playing for Edinburgh City. Vivek has captained one of the reserve teams at City and is also a qualified referee. In this episode we chat about gender participation, neurological diversity in sport and how to develop the game of korfball. The Half Court Press Podcast is available on… iTunes Spotify Google Podcasts Apple Podcasts Breaker Overcast Anchor Pocket Casts RadioPublic

The product of 11 years of research, The Story of Philosophy is an endlessly inspiring and instructive chronicle of the world's greatest thinkers, from Socrates to Santayana. Written with exacting and scrupulous scholarship, it was designed both to command the respect of educators and to capture the interest of the layman. Durant lucidly describes the philosophical systems of such world-famous “monarchs of the mind” as Plato, Aristotle, Francis Bacon, Spinoza, Kant, Voltaire, and Nietzsche. Along with their ideas, he offers their flesh-and-blood biographies, placing their thoughts within their own time and place and elucidating their influence on our modern intellectual heritage. This book is packed with wisdom and wit. Will Durant (1885-1981) was awarded the Pulitzer Prize and the Presidential Medal of Freedom. He spent over 50 years writing his critically acclaimed 11-volume series The Story of Civilization. A champion of human-rights issues such as social reform and the brotherhood of man long before they were popular, he continues to educate and entertain readers and listeners worldwide through his writings.

Monica Santayana is the Co-Founder of Leading and Award-Winning design firm MONIOMI Design, based in Miami, Florida. MONIOMI has been featured in multiple interior and design magazines such as Elle Decor, Architectural design and for many years they have been revamping and transforming the ways we live with beautiful designs and fit-outs. They now have gorgeous collections available on 1stDibs and a candle collaboration with the Sensual Candle Company. Connect with Monica! Website: https://moniomi.com/ Instagram: @moniomidesign Tumblr: https://moniomi.tumblr.com SUBSCRIBE AND LEAVE A 5-STAR REVIEW! Email me: daniella@stylenations.com Facebook: dani.menachemson LinkedIn: @daniellamenachemson Instagram: @stylenations_ Pinterest: Stylenations_ Website: stylenations.com

08 24-06-20 LHDW Charlo con el dueño del Zoo de Santillana, Jose Ignacio Pardo de Santayana

This episode kicks of The Happier Hour Season 2 as well as our conversations on DISCOVERY. You'll learn how travel writer David Farley and the philosopher George Santayana can help us find more meaning in our lives by looking at how and why we travel. You'll also hear unconventional advice about travel writing and the ways in which travel has the ability to transform us. #thehappierhour Show notes: thehappierhour.org Patreon: patreon.com/thehappierhour Facebook: @thehappierhour Twitter/IG: @MissMMcCarthy

This time... its personal! As teachers always trying to show the relevance of history to current events, Alan and Mike were perturbed to hear some of Jared Kushner's leaked comments. They feel that Kushner is accurately expressing a commonly held belief that smart people can solve political problems just by looking around and ahead, but not behind. They aren't really interested in the current administration, but in the reality that this idea seems to be so pervasive in our culture. So they embark to show how George Santayana's famous aphorism relates to trying to make peace in the middle east. In this case the relevance of the last 50 years of middle east history to making a peace deal. Its a battle royale between two quotes! One from Jared Kushner and one from George Santayana! The Kushner quote is, "Everyone finds an issue, that 'You have to understand what they did then' and 'You have to understand that they did this.' But how does that help us get peace? Let's not focus on that. We don't want a history lesson. We've read enough books. Let's focus on, How do you come up with a conclusion to the situation?" The Santayana quote is question is, "Those who do not remember the past are condemned to repeat it." Who is ready to grumble?! Also, here are some other quotes from Santayana that relate to the topic: "A child educated only at school is an uneducated child." "Fanaticism consists of redoubling your effort when you have forgotten your aim." "The wisest mind has something yet to learn." "Knowledge of what is possible is the beginning of happiness." Kushner leaked remarks http://bit.ly/2hjAxmZ George Santayana http://bit.ly/2umHFQS Aaron David Miller on Kushner remarks http://politi.co/2vkJqSG Freedom House World Map http://bit.ly/2kNaJRs Freedom House on West Bank http://bit.ly/2u3HLxz Listen to more episodes, and let us know what you think! We are happy to take topic requests. Our Website http://juisrael.jerusalemu.org/podcasts Facebook page https://www.facebook.com/TheTeachersLoungePodcast/ Contact us http://juisrael.jerusalemu.org/contact-us

La muerte es un sentimiento, un poema, una irrealidad. Es una mera ficción del pensamiento racional. La muerte no existe y al mismo tiempo lo es todo. En su forma más pura y resplandeciente define lo hermoso e inevitable que nos resulta este mundo... Platón afirmó que la filosofía es una meditación sobre la muerte. Toda vida filosófica, escribió Cicerón, es un homenaje a la muerte. Veinte siglos después Santayana dijo que «una buena manera de probar el calibre de una filosofía es preguntarle a alguien lo que piensa acerca de la muerte». Quizá necesitemos de la muerte para entender el significado de la propia vida... Quizá necesitemos de sus enigmas y su fatalidad de su misticismo y desventura. Quizá por eso la literatura fantástica ha sabido exprimir su esencia como ninguna otra, en todas sus formas, por imposibles que parezcan... y en ese terreno pantanoso camina nuestro protagonista de esta noche, su peculiar relación con la muerte, casi como un elemento deseado. La muerte que sin la desesperación o el hartazgo de la vida, ejerce una influencia hipnótica en las mentes más sensibles. Como un intenso poema de cementerios, ataúdes y paredes de piedra cubiertas de musgo... la muerte como un viaje esperado e inevitable, al que dedicarle cantos, elegías o relatos. Así pues, acompáñennos en este oscuro viaje entre los senderos de la cripta. Descubramos los secretos del Maestro H.P. Lovecraft en esta vigilia nocturna que se adentra en las profundidades insondables de La Tumba. Escucha el episodio completo en la app de iVoox, o descubre todo el catálogo de iVoox Originals

If you're hearing this episode around the time it comes out, it means I'm taking some time off after the birth of my son. I've recorded these ahead of time and most likely will not be available on social media for the next few weeks, but you'll still get The Story Behind twice a week if you're subscribed to the podcast. Consider this series to be like a substitute teacher. We won't go as in-depth as in previous episodes, but we'll briefly touch of a number of different topics in each episode. This series focuses on Billy Joel's song “We Didn't Start the Fire” and the headline-making events and people he mentions. Some content may not be suitable for all listeners. I'm your host, Emily Prokop, and this is The Story Behind We Didn't Start The Fire: 1951-1952. In this episode: Rosenbergs H-Bomb Sugar Ray Panmunjom Brando The King And I (and) The Catcher In The Rye Eisenhower Vaccine England's got a new queen Marciano Liberace Santayana goodbye Follow The Story Behind: Twitter | Facebook | Instagram | Website Check out #PodernFamily on Twitter to find other great indie podcasts like this one. If you enjoy podcasts about history, literature, archeology, and the arts, check out the hashtag #HumanitiesPodcasts on Twitter to find more podcasts like this one. Click here to support this podcast on Patreon. Media: Music for Makers

George Santayana is one of the great American Philosophers and his essay “Philosophy on the Bleachers” he argues for the value of athletics for both participants and spectators. In this episode of The Sports Ethicist Show, Shawn Klein and Matt Flamm discuss Santayana’s essay and his ideas. Profs. Klein and Flamm cover a wide range of themes from the connection between athlete and spectator to role of the martial virtues in human life to the effect of industrial revolution on human existence.  

Next Step #203: Stories from a week of commemorations. The UCSB Commemoration and the lonely Turk. Santayana and Hitler - an axiom delivered 15 years later. In a Rwandan museum and the Question "Which Genocide?" as humanity running backwards.The Misunderstood Jesus and the power of Armodoxy: Overcoming with the power of love. European education and community issues. A priests log of commemoration events - bringing it all together with solid answers for victory.Links from today's show:In His Shoes: http://InHisShoes.orgRwandan Genocide Blog: http://dervaz.blogspot.com/Adam Schiff & Condoleezza Rice: http://youtu.be/OhF-y6k3AI8April 24 in Etchmiadzin, Armenia: http://youtu.be/d1rJP2fbc38Song: "Jesus" by Cat StevensAni's Bubbles: He needed me. Produced by Suzie Shatarevyan for epostle.netLook for The Next Step on blubrry.comHayoo Acher

The Santayana Factor - Tales of the Kings - Part 4

The Santayana Factor - Tales of the Kings - Part 4

The Santayana Factor - Tales of the Kings - Part 3

The Santayana Factor - Tales of the Kings - Part 3

The Santayana Factor - Tales of the Kings - This One Thing

The Santayana Factor - Tales of the Kings - This One Thing