Podcasts about Shall We Dance

Hello friends and welcome to The Five By! Your quatriweekly source of rapid-fire board game reviews. 00:00 Meeple Lady - Introduction 00:43 John - Shards of Creation 06:34 Aaron - Menagerie: Unlock the Wonders of a Miniature World 11:51 Amanda - Wispwood 16:25 Sarah - Tales of the Arabian Nights: 40th Anniversary 22:00 Meeple Lady - Shall We Dance 27:20 Jose - Outro

"I'm not here to teach you anything new. I'm here to make you see things that you normally would not see." — Dr. W. Edwards Deming In this episode, Deming educator Balaji Reddie reveals the practices that are hiding in plain sight within most organizations. Practices that feel normal. That get celebrated. And that quietly undermine everything you're building. One example: arbitrary targets. An employee collected 2 million rupees in a single day — four times his target. He told no one and did nothing for four days. Because he knew his manager would just raise the bar. That single moment of silence cost the company a genuine breakthrough. This is what Deming called a "faulty practice." And there are many more where that came from. Host Andrew Stotz and Balaji dig into Chapter 2 of The New Economics — Deming's most overlooked chapter. They cover why ranking employees is built on a mathematical illusion. Why chasing quarterly results destroys long-term value. And why the best leaders, from Steve Jobs to Walt Disney, ignored the pressures that trap most organizations. TRANSCRIPT 0:00:02.4 Andrew Stotz: My name is Andrew Stotz, and I'll be your host as we dive deeper into the teachings of Dr. W. Edwards Deming. Today I'm continuing my discussions with Balaji Reddie. He's an educator and a trainer in the teachings of Dr. Deming and quality management generally. And the topic for today is becoming aware of faulty practices. Take it away, Balaji.   0:00:26.0 Balaji Reddie: Good morning. Thank you, Andrew. So part three of our series, what we're looking at. So last time we met, we spoke about essentially Point number 14, because we outlaid his profound knowledge. And then I always said that he gave us a lot of clues as to what needed to be done. So I started out by reading some of the excerpts from the book, which we tend to ignore. And then he said, "Here's what I expect." So he expected leadership, a critical mass to be created, and then he gave attributes of a leader. So we listed 17 of those points, which we said principles of leadership. And now once you've created that critical mass and there's someone who's taken the lead and there are a bunch of leaders, maybe, so what do we do next? So when you start becoming aware that you are now in a prison, so to say, because that's what he said here, that they feel it's a fixture, and this is the way things are, this is how things always have been. So he says, "No, you need to understand that these things are wrong." Right? And you first need to become aware, and then we need to look at what needs to be done, perhaps. So he's given some suggestions, and you could always adapt and adopt this. So most of this would be taken from the book, The New Economics, chapter two, which he has titled as "The Heavy Losses." Now, remember, when he wrote this book, it was after the other book, Out of the Crisis, where he had listed his 14 Points. Yes, but he also listed diseases and obstacles. And people tend to ignore that.   0:02:18.9 Balaji Reddie: In fact, I remember having a chat with Bill Bellows on this, and I said, "Diseases and obstacles." And he said, "Obstacles?" I said, "Yes, he has listed 16 obstacles in Out of the Crisis." And he said, "Oh, wow." And he took his copy and he said, "Oh, yeah, you're right. There are 16 of them." And so sometimes you see things that you normally would not see. So when he wrote this, initially, I think many people thought that it was just an extension of those Diseases. But when you start looking deeper, you'll find that he became more elaborate in what he listed as the heavy losses. So he says here that these are things that you start observing and you say, "This is not normal." So the language that he's used is pretty, pretty clear. Present practice, so faulty practices. The present practice, and he says these are only reactive. You only need certain skills and not nearly any theory of management. Whereas when you opt to go to a better practice, you need a theory. So let's start with the very first faulty practice. And this stems from his 14 points too. He says, "Lack of constancy of purpose, short-term thinking, and emphasis on immediate results. Think in the present tense, no future tense." And then he becomes more elaborate and says, "Keep up the price of the company's stock and maintain dividends."   0:04:02.0 Balaji Reddie: Which, well, okay, it seems like you should not do that. No. He says here, you fail to optimize through time. Make this quarter look good, ship everything on hand at the end of the month or quarter, never mind its quality, mark it as shipped, show it as accounts receivable, and defer till the next quarter repairs, maintenance, and orders for material. Just a word here, in the new edition of The New Economics, there's been a spelling mistake there. So if anyone's listening, you can just correct it in the next edition that comes out. Instead of "defer till the next quarter," he's written "defer toll the next quarter." So we need to correct that in the next printing. Now he says here, a better practice...   0:04:52.1 Andrew Stotz: And before you go to there, can we just talk about this for a second?   0:04:56.1 Balaji Reddie: Sure.   0:04:57.8 Andrew Stotz: One of the things that, having been a financial analyst all my career, we get quarterly results from companies in the stock market. And in my own business, of course, I look at monthly results because we close the books every month. And it's definitely one... Donald Trump recently came up with the idea of telling companies not to report quarterly results. And I believe the Singapore Stock Exchange also came up with the idea of maybe we'll reduce the amount of reporting to maybe half-yearly, because we do have half-yearly reporting in some countries, right?   0:05:39.6 Balaji Reddie: Right.   0:05:40.9 Andrew Stotz: But having learned the teachings of Dr. Deming many years ago, long before I became a financial analyst, I always thought, I never really got this one because I thought, what an idiot you would be if you're running a company and all you could see was the market's demand for quarterly performance. And I've always admired those people, I think Jeff Bezos was one that really made it very explicit. "If you're here for quarterly performance, you're not gonna get it." And so I always have said to CEOs, having seen analysts and fund managers, I've visited, taken fund managers more than 1,000 times to meet with CEOs, and CEOs ask me, "What's your advice from seeing all that?" And I said, "Don't listen to this too much." Take it on board, what the discussions are about, but you're the CEO. Your job is to optimize the value of this business. And that means, that doesn't mean making quarterly numbers, manipulating things to make quarterly numbers. So part of what I've said to people is, "Get a backbone. Don't come and complain to me, 'Oh, yeah, but the pressure of the market's quarterly.' Come on." You know and I know that the job of a CEO is to maximize the value of the business, not the quarterly result. So anyways, that's my little pet peeve.   0:07:13.6 Balaji Reddie: Yeah. Yeah, that's right. And if you look at even Jobs, Steve Jobs, when he came back as Apple CEO, he had the nerve and the spine, like you said, to tell the board, "Don't judge me on this. It's gonna take time. And believe me," he said, "someday you will see results." Now, unfortunately, he was not there to see what he's created, but I think anyone in Apple can safely say that they're growing because of the foundation that he laid so long back, right? And I think that was one of the major reasons why he did not make Jonathan Ive as the CEO, because he wanted him to focus on the product and the customer rather than the quarterly results. And I don't think Apple ever played it by quarterly results.   0:08:04.9 Andrew Stotz: Yeah. And here's a good book called Competition Demystified by Bruce Greenwald. And there's a passage in here that's interesting because he published the book back in 2005, so it was long before Steve Jobs really made the company profitable. And he had basically gone through and explained the situation at that time as a strategist looking at the company. And what he said, it says, he just said that "Jobs had managed to restore operating margins, but Apple survived, it had hardly prospered, its future does not look bright." And I use this as an example in my strategy class to help people understand that when you're building strategy, you're thinking long term. And the ecosystem that Steve Jobs created, the value of that ecosystem didn't really truly appear until many years after he was working on it. So anyways.   0:09:06.6 Balaji Reddie: Yeah, so that's a classic case here.   0:09:11.1 Andrew Stotz: Let's keep going. You're on a roll.   0:09:14.5 Andrew Stotz: Oh, that's okay. So now better practice, he says, theory of management. Now see what he writes here. He says, "Adopt and publish the constancy of purpose." Now, that's one of the things that he also changed in his 14 points in the 1990 edition, which he never really published in a book but he gave as handouts in his seminars. Earlier on, it was "Create a constancy of purpose," but he says now, "Publish it." And it should be a proper statement, right? And he also said not just for the company, but for other organization. Now, he perhaps was envisioning or he already saw what is happening in the world today, that it's not one company against another, it's a family of companies against another family of companies, if I may say so. And these companies are globally dispersed, so there has to be something that binds them together, and that's the constancy of purpose. And purpose is why we exist, right?   0:10:13.4 Andrew Stotz: And I want to ask about this.   0:10:15.3 Balaji Reddie: Right.   0:10:16.2 Andrew Stotz: Professor, can I ask you about this?   0:10:18.4 Balaji Reddie: Sure. Right.   0:10:21.0 Andrew Stotz: Because if we go to Out of the Crisis, he has his section, and this for me is on page 24, but I don't know what edition I... Maybe I have an old edition, but it's the chapter "Principles for Transformation." He's gonna talk about the 14 Points, and I want to talk about the first point. And the first point is "Create constancy of purpose for improvement of product and service."   0:10:45.8 Balaji Reddie: Yeah. This is the old edition, 24.   0:10:48.6 Andrew Stotz: And the question that I have is that was he saying... Because now you've said in The New Economics he says constancy of purpose. He just states constancy of purpose. He doesn't say "for improvement of product and service." So my question to you is, is he saying that the constancy of purpose should be about improvement of product and service, or is he saying your constancy of purpose could be any purpose, but you just need a long-term purpose?   0:11:22.8 Balaji Reddie: Yeah. And he says that anything that help people to live better and have a market. That's on page 25. So whatever you do, your purpose should be to make life better, right?   0:11:40.2 Andrew Stotz: Right.   0:11:40.7 Balaji Reddie: And the product is just the manifestation of that. It's the outcome, correct? For example, if you talk about Walt Disney and his statement of purpose, he made a very telling statement, right? And how he came to write that down as a very fascinating tale. But he said, "I'll do anything to make a child smile. I'll do anything to make a child smile." So all that you see was aimed at the child, right? Whether it was the merchandise, whether it was the animated films, whether it was the actual non-animated films, if I may say so. And then, of course, coming out with Disneyland and then Disney World. So whatever he did was for the child. And then after he passed away, they lost that. I think they wanted to just sustain what they had attained, but there was nothing new coming out of Disney. And slowly people started encroaching on their turf, so to say. You had someone like a Steven Spielberg who made ET, and that really pulled the rug under their feet. And before they knew it, there was Goonies and Gremlins, and they were really crumbling. And they thought, "Let's join hands with the devil," and so they hired him to make a film. And that did very badly.   0:13:01.9 Balaji Reddie: We also know that Hook, which was supposed to be on Peter Pan, et cetera. And then they were in a crisis and said, "What do we do now?" And most of the top people were just washing their hands of everything. They were the employees who were left, many of them who had worked with Disney, and they said, Sony was very keen to buy them out. And they said, "We need to keep them out, and how do we do that? The only way we can do that is to make a comeback and let's make another film. And we've not been doing anything original, so let's go back to the drawing board." But they said, "We need something to guide us." And that's when they discovered what Walt Disney had written, "I'll do anything to make a child smile." And they said, "What a shame. We forgot the child. We hired the best, but we didn't do anything for the child." And they added one more sentence there. "Anything to make a child smile, and there's a child in every adult." That's how they created Honey, I Shrunk the Kids. Unique idea.   0:14:03.0 Andrew Stotz: Right.   0:14:03.9 Balaji Reddie: You can see it's a statement of purpose that brought them back.   0:14:07.6 Andrew Stotz: Okay. That helps me to understand that what he's talking about, according to what you're saying, is come up with your purpose.   0:14:14.4 Balaji Reddie: That's right.   0:14:15.3 Andrew Stotz: Okay.   0:14:15.6 Balaji Reddie: And he of course also added the word "aim" later on, which is that direction, because he says there, "Where do we wish to be? And then by what method?" So you should know whatever you do should go in the right direction. So that's the first faulty practice, and also giving us a theory of what we need to do. So go back and try to rediscover your purpose if you don't have it, or maybe just come out with something and see what really ignites you, what really drives you forward. And he's given some bullet points here. No number of successes in the short-term problems will ensure long-term. Short-term solutions have long-term effects. So that's that statement where he said cause and effect are not closely related in time and space. Of course, management must work on short-term problems as they turn up, but it's fatal to work exclusively on short-term problems. So he tells us that there has to be some place where you need to stop and start focusing on the big picture. So that's the very first faulty practice. Now the next one is a real, real bucket of water on your face. "Present practice, ranking people, salesmen, divisions. Reward at the top, punishment at the bottom. The so-called merit system." At the top and bottom. It's an artificial creation because no matter what scale of measurement you use, there will be an average measure and there will be 50% above the average and 50% below the average. That's exactly what the word average means. So making these stupid claims that this is an above-average person or a below-average person does not really mean anything.   0:16:07.8 Andrew Stotz: Because what you're really doing is rewarding or punishing common cause variation?   0:16:14.9 Balaji Reddie: Well, that's one. But when you're artificially creating something which doesn't even exist, right? You're saying top half, bottom half. In fact, that funny statement where there's a headlines in England, this happened in England, which said studies have shown, and they spent half a million pounds on carrying out the study, that 50% of the children in England are below average nutrition level. You don't need to spend half a million pounds to figure that one out. That's the law of averages. And using that to judge people is crazy on some arbitrary scale that you've invented. And he goes on to...   0:17:06.7 Andrew Stotz: So the first question I asked was, is this just a frivolous or tampering with common cause variation? Or the other question that... Or is this part of psychology and the idea of demoralizing people through this type of behavior? Where does that fall in from the System of Profound Knowledge, let's say? Is it variation, psychology, or is it both?   0:17:34.5 Balaji Reddie: It's a bit of both.   0:17:36.4 Andrew Stotz: Yeah.   0:17:36.6 Balaji Reddie: Because if you talk about understanding psychology, what he meant, I think I used the word empathy, that we need to be empathetic. When you're talking about employees, what do you mean by empathy there? Well, we need to understand their learning processes. Each one of us has a learning process, but we have a different kind of a learning process. And then when you understand the learning process of a person and then put that person in the right job, you'll have to stop that person from working. That's joy in work. He says that when you... And that takes time. And the ranking system or the merit rating system is an excuse for not having understood or making an effort to understand your employee. You're becoming lazy. You put the onus on them when actually the onus is on you. You have to find out what makes that person tick, if I may use the word resonates. What resonates with that person, right? And then put that person in the right job. He's been saying this from the beginning. It's fascinating that he said this in Japan when he was teaching the control charting there.   0:18:42.3 Balaji Reddie: He said if you draw the control chart for performance of a worker and then it's all within limits for a long period of time, despite all the training and all the lessons that he or she has been given, then he said, "I think it's time to move that person out from that job and give them some other job." Because they've reached statistical control. Any amount of effort put in will not result in a better output. You're gonna get the same thing. And if you want something else, then you need to shift them or maybe give them some better job, whatever it is. So he always had this, that we need to use these in tandem. And in any case, it's a System of Profound Knowledge, so all the four sciences work together, right? And if you want to ask me, when a person understands their purpose, I'm extending the statement of purpose here to the person, when a person understands why they're doing something, they always do the job better. So that statement of purpose needs to come in here too. Instead of ranking them, sit down with them and have a heart-to-heart with each one of them. This is back again to the 17 principles we discussed last time, that you have to spend some time with them.   0:19:57.9 Andrew Stotz: Okay.   0:19:58.3 Balaji Reddie: And understand what makes them tick. So he says "the better practice is to abolish the merit system and manage the company as a system. The function of every component, every division under good management contributes towards optimization of the system. That is, it's not compromise, it's optimize." We don't say either-or, it's and. And he says "differences there will always be, but the question is, what do the differences mean?" So that's where you can use control charting to figure that one out. And I told you how I did this in my company and I got the HR lady to finally say, "I think we need to remove performance appraisal." Performance management, yes, of course you need to have a system in place because I need to know where I am. Even when we later on come to the 14 Points, one of his most, according to me, most misunderstood points is point number three, cease dependence on inspection. But that doesn't mean you stop inspecting.   0:21:02.8 Balaji Reddie: And we will read that when we come to that as to what he meant. So you need to know what is happening, definitely. For that reason, you do need to have some system in place, but you cannot judge a person based on that. And so he says here that "ranking is a farce. Apparent performance is actually attributable mostly to the system." And a simple equation, that's my favorite, that's what we discussed last night too, Tim Higgins, when he said x + (x * y) = 8. And you've gotta solve this equation when you don't even know both. Both are unknowns. Then how can you figure out what is x and what is y? So the other factor, the Pygmalion effect, right? I think for those who are not conversant with the Pygmalion effect, the play by George Bernard Shaw, Pygmalion, which was made into the movie My Fair Lady, where he picks up a lady from the streets who was a flower seller, a flower lady, a flower girl. And he accepts the challenge of teaching her how to speak good English rather than what they call as Cockney English. And then it's like an experiment and a challenge and he starts teaching her. And then to test himself, he takes her to a party. And there she has one drink too many and she gets a little bit tipsy and then goes back to her old way of speaking, which really shocks the guests in the party.   0:22:41.5 Balaji Reddie: And he's very upset when they come back home and he said, "You'll always be a flower girl." And then she makes a statement, "Treat me like a flower girl, I'll behave like a flower girl. Treat me like a lady, I'll behave like a lady." And that's the Pygmalion effect. You start treating people that they're failures and then they have to live up to that reputation, right? So they continue being failures. You treat them well, so the Pygmalion effect comes into play. And of course, he talks about his red beads. That's an excellent experiment in bringing out many of his principles. Though he did not design it originally for this, that came much later. In fact, in Japan when he carried out the red bead experiment, it was purely for sampling. He invented that experiment for sampling. And he said that he broke down barriers and made things so simple for people. I think the lessons of management came much later at Hewlett-Packard where while he was explaining sampling and then when he went to what he was trying to teach them about management, someone jumped up, I forget the name of the person, who said, "But this is... So this is what you're trying to teach us with that sampling experiment." And then he suddenly realized he could use this. And of course, the so-called, and then raises in pay, et cetera. Yeah, whom to raise? Everybody within the system, blah, blah, blah.   0:24:13.4 Balaji Reddie: So I think last time I explained this about the roles, responsibilities and objectives, right? I borrowed this idea from another company in India where I saw this happen. When we removed the performance appraisal system, we came out with something which was quite different. We used to sit down with the people and explain to them what we intend to do as a company for the next four or five years and what their role is and what we expect them to... How do we expect them to contribute? But then came the next question. We turned around to them, "What do you expect from us as a company to help you grow in this direction or anything else?" And so they would give us certain expectations. And so we negotiated, came down and wrote things down. And then came the best part. We said we're gonna meet not once a year, but every month and as often as possible to discuss. That's why I loved it when the Deming Institute came out and were doing it, I'm sure they're doing it even now, in the two and a half day, from "me" to "we". So when we met every month, we used to ask the question, "How are we doing?" Not "What have you done?" "How are we doing?"   0:25:33.0 Balaji Reddie: And so when I heard that, I wanted to tell Bill Bellows I've been doing this since 2004. And when I heard the "me" to "we" thing, which was around 2017, '18, I think I saw that happen and I was, "Wow. All right." So thinking on the same lines. So the faulty practice, all right, when he talks about this, the second one and what needs to be done. Yeah, he gives some other advice also that if you're faced with problems, cut the dividend, cut it out. And that's, of course, when you're having hardships in the company. So he's given us a set of steps there too. And he says finally, if necessary, cut pay, but nobody loses a job. So, of course, those are extreme cases that we need to do, but he gives us advice what needs to be done. Now, the third faulty practice is incentive pay, pay based on performance. And I think that this has a lot to do with the arbitrary numerical targets that are set, right? And then, "If you do this, I'll give you that." So he says that the performance of an individual cannot be measured except maybe on a long term.   0:27:04.7 Balaji Reddie: He said reward for a good performance may be the same as reward to the weatherman for a pleasant day. He's got no control over it. And he says, "Abolish this incentive pay and pay based on performance. Give everyone a chance to take pride." I think you were talking about this last week too when we said about these arbitrary targets that lead to all of this, where somebody made a statement to me that, "The targets were a distraction to me from what my actual job was. My job is this. The target is just distracting me from my job." So very often people feel that way, right? And pay for performance, "I'm supposed to do this," right? And he gives an example. The top salesman may be a heavy loss to the company by overselling, selling to a customer a bigger copying machine than he, the customer, needs, right? And selling a bigger or fancy insurance policy than the customer can handle, promising immediate delivery, promising unauthorized discounts, et cetera, et cetera, right? It's the same thing, when one of my students was doing this, his internship project, he found that there was excessive inventories that were stocked up at an automotive company, at the authorized service stations and the sellers, and they had excessive stocks of components and that's why the sales had dipped over a period of time.   0:28:42.3 Balaji Reddie: Why were they holding so much of stock? Because the previous purchasing guy, or rather sorry, the marketing guy, forced these guys to buy extra, saying that, "I'll give you a discount," and things like that. And so they overstocked themselves to a point where they did not need anything because he had to meet a target. So he pushed it down their throat without really understanding what repercussions this would have. All right? And the problem with that pay for performance, it sounds good. Get what you pay for, pay what you get for. But the funny thing is you'll get only that much. Another case which I can tell you is how this student of mine was... His job during the internship was to collect receivables from the shops that were buying stuff. This was in the appliances, home appliances industry. And after they trained him to do that, how to call up the retail outlets and outstanding statements and then go collect the money, and his target was 500,000 rupees a day. 500,000 rupees a day collection. Now, one day he collected 2 million. My question is, do you think he reported it? Well, he did. And for the next four days he did nothing.   0:30:22.6 Balaji Reddie: Now, there's also a reason why he didn't report it. Because when you don't have Profound Knowledge, if he reported that he collected 2 million, immediately the manager would have said, "From tomorrow, your target is 2.1 million." Now, this is what happens when you don't understand variation. If you drew a control chart and you said that, "Okay, the average is so much, so I'm telling him to collect 500,000," and he's collected 2 million, he's done something special. As a manager, I'd call him and ask him, "Could you please tell me what exactly you did? Because you've not done what I taught you, otherwise you wouldn't have gone to this extent." Sometimes you don't know why you've been successful. The theory comes from the outside, right? So a manager with Profound Knowledge would sit down and have a talk and say, "Okay, you did this right. Now try doing this again." And he goes the next day and collects 2 million again, and then the next day and 2 million again. And then he comes and says, "Okay, boss, I'm ready for a new target. Raise the bar." Now what have you done? You've improved the system.   0:31:24.9 Andrew Stotz: We have new knowledge.   0:31:26.3 Balaji Reddie: We have new knowledge. And that's why, answering the same question what you asked me, it is a bit of both. So you need to understand that it's beyond... And we need to help the people understand why they've been successful. So better practice, here you go, is "abolish incentive pay, give everyone a chance to take pride." So when they start realizing, like this child, this student of mine, why he hit 2 million rupees that day, it would have been great. Instead, he just kept quiet. So see, you've lost an opportunity to really learn, to find a leverage point in a process which can take the process to another level. The next one he talks about is failure to manage the organization as a system. Instead, components are individual profit centers, everybody loses, right? And I think we have these separate business units, and he says here that they don't optimize for the aim of the whole organization. I think this is again, if you look at his Points number 9, 10, and 11, he very clearly mentions these because one thing leads to another, right? Break down the company into silos, each one focuses on what they're doing, and there's no communication, and they don't know their understanding the relationship of their work with the work of others.   0:32:54.9 Balaji Reddie: They don't even talk to each other. And he says here that "enlarge the boundaries of the system," but that comes when you understand your companies much better. And the system must include the future. Definitely, you start with theory. If this is what's happening in the world right now, this is how the world is going to change. Now he says, encourage communication. Now this part, a lot to do with Point number eight, drive out fear, where he says make physical arrangements for informal dialogue between the various components of the company regardless of level of position. That's a very telling statement. Encourage continual learning and advancement. Some companies have formed groups for comradeship in athletics, et cetera, all right, which provided facilitation for study groups. The company can well afford to underwrite the cost of social gatherings in outside locations. I can give you my personal example here. One of my college friends, and this was the time in the '90s when she came to America to do her Master's and then eventually started working in Ford, right? She did her Masters in applied electronics and she joined there as a design engineer. And that time, the world was a different place, and we Indians from India, we tend to be very, very conservative about a lot of things. We don't want to step on people's toes. So when someone says something, we, instead of opposing it, we keep our mouth shut.   0:34:32.6 Balaji Reddie: And so in meetings when they used to discuss and somebody brought up something and she said, "No, I think there's a problem," and they said, "What's the problem?" and she decided not to say anything, but eventually it turned out that she was right. And so the team members had a grouse against her that she doesn't share and she doesn't talk, she doesn't open up. Now what had happened was the HR lady in Ford, when she'd given her resume, when she asked about her hobbies and activities, one of the things she wrote there was dancing. Now she was learning a form of classical dancing here in India and obviously she could not continue pursue that in the United States at that time. So when that lady read dancing, she said, "You know, Ford sponsors ballroom dancing classes. So would you like to go for that?" So she said, "Oh wait, I learned a classical dance form in India. This has nothing to do with this." So she said, "Well, dancing is dancing. Why don't you just go? And we're paying for it, so why don't you go for it?" So she said, "I just enrolled in that class." Now, the first day when she went for the class, I don't know if you've seen the movie Shall We Dance, Andrew, but Richard Gere and Jennifer Lopez, and if you remember the first day, they tell you to hold your partner's hands and you're blindfolded and you follow your partner. It's about trusting the person in front, right? So she said when she went through that and she had to hold a stranger's hands, the whole barrier was broken.   0:36:08.2 Balaji Reddie: And she said, "I don't know, I had a different kind of a feeling when I came back to work." And she started trusting a lot more and it had an impact. Now, who would have dreamt that a ballroom dancing class could have changed my friend like this? That's Point number 13. You just have a theory that this will make that person a better person. You don't really do things to get a return on investment, but it works. So I think this is a beautiful paragraph by Deming where he says that there are ways and means of doing it and give it a shot. You have nothing to lose, right? Now he comes to the next one. Now this one, I think a lot has been spoken about this, MBO. But very clearly, he says "MBO as practiced." He does not blame Peter Drucker at all. In fact, he says Peter Drucker was clear that the objectives are interdependent and they're not mutually exclusive. He says, "Unfortunately, efforts of the various components do not add up. There is interdependence. Thus, the purchasing people may accomplish saving of 10% over the last year and in doing so raise the costs of manufacture and impair quality.   0:37:31.3 Balaji Reddie: They may take advantage of high-volume discount and thus build up inventory, which will hamper flexibility and responsiveness to meet unforeseen changes in the business." Peter Drucker was clear on this point. It's unfortunate that many people do not bother to read his work. In fact, let me just make a note that it was even Juran who said this, that having these kind of disjointed objectives can lead to a lot of problems. He said, of course, you can't be devoid. And that's why I think Deming has been very clear in chapter one of The New Economics where he says there are some things called as facts, right? Facts of life. So giving an arbitrary target is not a fact of life. He says here how he needs to improve that. So setting numerical goals, arbitrary numerical goals, I would say, right? Work on a method for improvement of a process. By what method? I think even Brian Joiner says that when you set this arbitrary goal. And now he goes on to explain that even further where setting a goal beyond the means of the process, they either distort the systems, distort the data, or distort both. Then management by results.   0:38:56.7 Balaji Reddie: Okay. Take immediate action on any fault, defect, complaint, action on the last data point. I think this again brings to the fore the understanding of variation where you need to look and ask questions and where you say, "Okay, I know this normally happens." So understand and improve the processes that produce that. Understand the distinction between common causes and special causes and understand the kind of action to take. So common causes, most of the time you need management to take action. There's a change in system. Yeah, there are some times when it is when a person close to the process can take that decision. Likewise, a special cause can be taken care of by the person closest to the process, but sometimes you need management action too. So that will always be the case, but it's rare, right? And so he talks about Sears, Roebuck, et cetera, and working on improvement of the process. The other one was buying materials and services at the lowest bid, right? Which he goes back to his Point number four, where he says here that it does not take brains to work with the cheapest. It takes brains to choose the best. Right?   0:40:23.4 Balaji Reddie: And estimating the total cost of materials and services, purchase price. Don't go by purchase price alone. And if I know right, Andrew, this was a point he was working on till the end of his life. You see the lady who was actually looking into the publication, the second edition of The New Economics, Elizabeth DiLorenzo. I was in touch with her because in my early days of my introduction to the Deming world, because I was quoting a lot from Out of the Crisis and The New Economics, and she was working for MIT Center for Advanced Engineering Study that used to originally publish his books. And she told me a very funny tale of how she was expecting her twins and at the same time she had to release this book. So the joke at MIT was, "What's gonna come out first, the twins or the book?" And since Deming was no more, she had to release that very quickly. So March '94 is when she released the book, and she said her twins were born some weeks later. So they are as old as this book. Now, she was telling me that till the end, the one aspect of what he was working on was, if you see the notes in the appendix and purchase of supplies and service. So continuing purchase of supplies and services, World 1, World 2, World 3 and World 4. He made this so clear. I think nobody has made it clearer. Okay, World 3, sorry, there's no World 4. So he talks about this and he talks about how practical you need to be about this, right?   0:42:18.7 Andrew Stotz: Yeah, and I underlined something in there from a long time ago that said, "Sudden jump to a single supplier is inadvisable."   0:42:28.8 Balaji Reddie: Right. He says there's a method of doing that.   0:42:32.5 Andrew Stotz: Yep.   0:42:33.2 Balaji Reddie: And I teach that method, by the way, where you start with the product, then go on to the process, and then go on to the system. And that takes time. You just can't get up one fine morning and say, "You're my sole supplier." It doesn't happen that way. It takes a lot of effort and a lot of doing, right? The next faulty practice is delegate quality to someone else or some group. And this is, I remember my interaction with Dr. Juran on this, right? I had just received my certificate for ISO 9000, I became a lead assessor, and I quite liked the new standard that had come out at that time in the year 2000 because it had a lot of Deming flavor to it. Plan-Do-Study-Act had come in and things like that. I was quite happy, the definitions and this. I said, "It's better than what it was." It's not, they had a long way to go, no doubt about it, but I said at least they've broken away from the defense mode where they copied the whole document from, right? And when he asked me the question that, "What's the status of quality in India?" and I said, "Well, earlier on it was a lot of standards-oriented and ISO 9000 played a huge role in that," and he just raised his hand as to tell me to stop and he said, "I am very disappointed with the ISO." And then he made this statement, "The ISO 9000 is a standard for mediocrity splendidly marketed by the ISO." And I just stared at him. I said, "What?" because I had just received my certificate, so obviously I was very touchy about it. And I said, "Dr. Juran, a little harsh." He said, "I've just begun."   0:44:26.4 Andrew Stotz: Yeah. And the problem is, is there's a lot of money to be made from it and it's an ingrained system.   0:44:30.5 Balaji Reddie: Yeah. So I just asked him, why would you say that? They made a lot of changes. He said, "Yes, but two things are missing." And one of them, he said, is something about leadership. Go back and read it. And then I went and read the standard again, and I realized what he was trying to say here. There was a lot of work that they were delegating to a person called the management representative, and he says, "Sorry, you can't delegate this to someone else. It begins at the top." Ed Deming also said that. He said, "It begins at the top. Only they can do this."   0:45:10.5 Andrew Stotz: I have a little story on that.   0:45:13.5 Balaji Reddie: Sure, sure, sure.   0:45:14.8 Andrew Stotz: In my coffee business, maybe 15 or 20 years ago, we got a big, big customer, and overall, they were a very good customer. But they picked us over all of our competitors. And then they told us, "Okay, in a month we're gonna come and inspect your factory, and if you get below 80%, then you're not gonna be our supplier." And so we said, "Well, I study with Deming, and I know quality, and we've never had a problem with quality ever." And my business partner, Dale, is very focused on the principles of quality. So they came, we were quite proud, and then by the end of the day, they had 600 questions they went through. And by the end of the day, we were like, "Yeah, what's our score?" And they said, "65. You're fired." They said, "You have 10 weeks or five weeks to fix these top 10 things." And then at that moment, we had a revelation, which is, oh, to them, paper is quality. And what I've always said, what I learned from that, was that it wasn't a big deal. We did the paperwork that they asked for, and then we got the job. And they were a customer for 16 years and a very good customer. But what we learned, one of the things I say, is that we had the heart of quality. They asked us for the paperwork that they thought represented quality. That's not such a big deal. But could you imagine having been trained that paperwork is quality, and then you have to try to develop the heart of quality? Very difficult.   0:47:01.9 Balaji Reddie: Very difficult. And now I come to this picture that he's drawn on page 37 of The New Economics, the old edition. I think the new one, let me just see what that is. Okay, that's on page 27. So he says here that unique processes that produce figures, all these principles have been applied to just 3%. Now, I have my own version of this particular picture that he's put here. Imagine an X and a Y axis, all right? And on the X axis, you can put down measures that are known. Close to the origin, you can write "known", and then as it goes away from that, "unknown", right? And then you have on the Y axis "measurable", and as you go up, "unmeasurable". So because he said that most of the things are unknown and unknowable, and among the known, you have only some fraction of those which are measurable. So the 3% deal with those factors or those parameters which are known and measurable. There are many parameters, he says 97%, which are unknown and unmeasurable, but you still need to manage them.   0:48:26.5 Balaji Reddie: And that's where he gives us a lot of advice that comes after this. Okay, when after this diagram, beautiful paragraphs in his book. "Beware of common sense," he says. And of course, he gives the example of Gallery Furniture, salary instead of commissions. Also goals, aims, hopes, facts of life, futility of a numerical goal. And a picture may help, where he talks about the goal being beyond the capability of a system. And will the goal be achieved? And he says redefinition of terms and distortion, et cetera. Gives a lot of examples there. And then he goes on to give even more examples. Okay, if you say merit pay, et cetera. Need to manage by results, wrong. And the last bit, the note where he says America 2000 was originally put together in December 1989 at the educational summit between the President and the governors of the 50 states. These goals were published in February 1990 by the White House, later incorporated into America 2000. This job may be an example of an enlargement of a committee. We shall learn in chapter four, he says, that the enlargement of a committee is not a way to acquire profound knowledge. How could they know?   0:49:57.7 Andrew Stotz: Yeah, and so what's happened to education since then in America?   0:50:00.6 Balaji Reddie: Oh, no comments. And we in India are almost going the same way. Of course, in some cases they've gone back to the roots saying that, no, we need to get back to our original way of educating people, right? We had this thing of exposing a child to all the different kinds of subjects, right? Like you have history, geography, languages, mathematics, science, just about everything. But the idea was to very quickly identify which child is resonating with what, because we need these different kind of people to work together. Some people are good at memorizing, some people are good at analyzing, some people are good at imagination. And so you throw all this out and then you cast the net and then you say the job of the teacher is to identify, okay, you're good at this, you're good at this. The problem is when you start saying if you're good at this, you are intelligent, and if you're not good at this, you're not. There are different kinds of intelligence. I would say the problem is more with the teachers and not with the system.   0:51:16.5 Andrew Stotz: We should wrap up at this point.   0:51:18.9 Balaji Reddie: Absolutely.   0:51:19.6 Andrew Stotz: How would you summarize what you want people to take away from this discussion?   0:51:24.0 Balaji Reddie: Sure. Go back and read chapter two in The New Economics. Dr. Deming has very clearly shown us why we need to do what we need to do. You're gonna be seeing things differently. As he used to say towards the end of his life, "I'm not here to teach you anything new. I'm here to make you see things that you normally would not see." And now he's just shown us what we thought was normal in the working of a company is actually detrimental to the running of a company over the long term. So my advice is go back, read this. You could watch some of the videos of the Deming Institute, especially on the 14 Points. We will be covering the 14 points later, but I would say that this is a real elaboration of his Diseases and he's given us what needs to be done. Not just pointing out what was wrong, but he tells us what needs to be done. That's why the heavy losses form an integral part of the preamble to actually what is the next step that you're taking your foot off the brake, so to say, trying to identify things that are pulling your company back.   0:52:37.8 Andrew Stotz: Well, Balaji, I want to thank you for this discussion. And recently I have been reading chapter two and I saw a lot of new stuff. It's funny how you just keep rereading. And then today you've just made me realize I gotta go back and read that chapter two because he does really the way he did the tables. I kind of forgot all about that. When I went back to it about three or four weeks ago, I was like, oh, this is really great. I kind of forgot about it. And now as you go through it, it's the tables was what I was focused on, but now I'm also seeing the text in between that you're highlighting that's valuable. So for everyone out there, grab your book, go to New Economics, go to chapter two. It's just gold. It's gold.   0:53:30.7 Balaji Reddie: It's gold.   0:53:31.0 Andrew Stotz: So, and for listeners out there, remember to go to deming.org and jump into DemingNEXT to continue your journey.   0:53:37.7 Balaji Reddie: Absolutely. Absolutely.   0:53:39.9 Andrew Stotz: Yep. And this is your host, Andrew Stotz, and I'll leave you with one of my favorite quotes from Dr. Deming, and that is, "People are entitled to joy in work."   0:53:52.2 Balaji Reddie: Absolutely.

This week John Leeming presents music chosen by Wayne Ivany. Visit organistencores.co.uk to listen to the show & find out more.

The Ascension of Jesus is often overlooked but essential to understanding our salvation. When Jesus ascended to heaven in His human body, He brought humanity into the very presence of God, making us one with the divine. This isn't just about future hope - it's about bringing heaven to earth now. The Ascension completes our salvation story and commissions us to continue Christ's work in the world. We're called to address real needs like poverty, oppression, and brokenness while living out God's kingdom values daily.Support the showVisit communitybrookside.com or facebook.com/communitybrookside for more information!

This week on Stasis Pod: Chase takes Whirl on a training mission to Griffin Rock’s Museum of Future Tech Art! But when a sculpture is stolen, who turns out to be the better investigator? Then, the recruits take ballet lessons to help with their physical training, but Medix just doesn’t get the point! And which Rescue Bots characters make a surprise return this week? Join us for the Rescue Bots Academy episodes “Mystery Museum” and “Shall We Dance?”!

“D*mn, girl. I didn't know Nike made dresses.” In this week's episode, we dissect Love & Basketball, a film released on April 21, 2000, starring Sanaa Lathan and Omar Epps. Join us as we discuss childhood fisticuffs, relationship terms, sports careers, Gucci and gold, “heaux vibes”, curfews, being “just friends”,  and more!Notable Mentions + References in This Episode:Holiday HeartMelissa and Ade's Contemporary (SYTYCD S5 E18)Monica and Quincy at the Dance (Scene)Queen SugarFool of Me - Meshell NdegeocelloMonica Challenges Quincy to a One-on-One Game For His Heart (Scene)Wish Upon a Star (Episode 001)Alley Cats Strike (Episode 025)Double Teamed (Episode 045)The Cheetah Girls 2 (Episode 076)Why Did I Get Married? (Episode 090)Shall We Dance? (Episode 111)A Different World Season 5 Pt. 1 (Episode 140)Connect with us:Instagram: @in_hindsight_podTwitter: @in_hindsightpod Thanks for listening!

Original Release Date: Monday 13 April 2026    Description:   Dean Haglund is back in Los Angeles and he and Phil went up to the rooftop studio high atop the historic neighborhood of Los Feliz to get their drink on and to record this episode all about travel, commuter trains and movies. Dean sings the praises of Waymo, tells tales of getting “upgraded” during his flights, and says the word “bathhouse” way too many times for Phil's liking or comfort. Phil discusses a potato chip brand he really enjoys and shares the cocktail recipe for a “Manhattan Noir”. In between, the film noir classic Odds Against Tomorrow, the current Japanese movie Exit 8, and the Japanese classics Spirited Away and Shall We Dance? all receive deep-dive discussion. The great Harry Belafonte and the brilliant Koji Yakusho are both celebrated, and Dean explains a bit about Noetic Science as depicted in Dan Brown's The Secret of Secrets.

Front Row Classics welcomes back, friend of the podcast, Holley Snaith to celebrate 1937's Shall We Dance. Brandon and Holley chat about the ongoing legacy of Fred Astaire and Ginger Rogers. The two also discuss how the music of George and Ira Gershwin contribute to the charm of one of Astaire & Rogers' most unusual films in terms of plot. Standards such as "They All Laughed", "Let's Call the Whole Thing Off" and "They Can't Take That Away From Me" remain one of the lasting makrs this film has made on popular culture. 

Slap That Bass Front Row Classics welcomes back, friend of the podcast, Holley Snaith to celebrate 1937’s Shall We Dance. Brandon and Holley chat about the ongoing legacy of Fred Astaire and Ginger Rogers. The two also discuss how the music of George and Ira Gershwin contribute to the charm of one of Astaire & … Continue reading Ep. 426- Shall We Dance →

David discusses the movies he's been watching, including Shall We Dance?, The Phoenician Scheme, Bring Her Back and Tornado.See Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

Why do we dance? The answer is more complicated than you might think. Dancing has served a multitude of functions for various cultures throughout history, and there is even evidence to suggest that we, as a species, are biologically hard-wired to dance. Whether it’s for social, spiritual, or even psychological reasons (yes, dance therapy is a thing), humans have been dancing since the very beginning. This hour, a look at all things dance — from ancient history to modern, Hollywood dance movies. GUESTS: Henry Alford: Author of And Then We Danced: A Voyage Into the Groove Christina Devereaux: Board-certified dance/movement therapist David Edelstein: America’s Greatest Living Film Critic Jonathan McNicol: Producer of The Colin McEnroe Show The Colin McEnroe Show is available as a podcast on Apple Podcasts, Spotify, Amazon Music, TuneIn, Listen Notes, or wherever you get your podcasts. Subscribe and never miss an episode! Subscribe to The Noseletter, an email compendium of merriment, secrets, and ancient wisdom brought to you by The Colin McEnroe Show. Join the conversation on Facebook and Twitter. Colin McEnroe, Xandra Ellin, and Chion Wolf contributed to this show, which originally aired July 5, 2018.Support the show: http://www.wnpr.org/donateSee omnystudio.com/listener for privacy information.

Brandt waxes poetic about his recent friends gathering. Eric looks forward to Essen. We review Shall We Dance, Luthier, Nekojima: Torii Pack, and Cretaceous Rails. We Talk Table Talk. We close the show with our Doubles Review of the Prospect for Silver expansion to Tiletum from Board and Dice. 00:33 - Brandt's Vanner Con: Hot Streak, The Lord of the Rings: Fate of the Fellowship, Glory to Rome 04:05 - Shall We Dance 08:17 - Luthier 14:23 - Nekojima: Torii Pack 19:23 - Cretaceous Rails 25:57 - The Big Roll: Table Talk 41:49 - Doubles Review: Tiletum: Prospect for Silver ___ Check out our Sponsor: https://grandgamersguild.com Support us on Patreon: https://patreon.com/RightBrainRollers Follow us on Facebook: https://facebook.com/groups/914270393090805 Discuss in our BGG forum: https://boardgamegeek.com/guild/4193

We're riding the Fred Astaire train this episode with Sierra! She and Jon listen to the best of the Gershwins, while watching dancing legends grace our screens with wonderful choreography featuring dancing on roller skates. And this isn't Top Hat because the feathers stay on the dress in this one.Sierra's Instagram: @sierrareinMarquee Five: @marqueefivePodcast Socials -Email: butasongpod@gmail.comFacebook: @butasongpodInstagram: @butasongpodThreads: @butasongpodNext episode: That's Entertainment!

Lauren takes us back to South Park this episode to delve into two episodes! She and Jon talk about how problematic Mr. Gueermo is in "Elementary School Musical," and laugh their ass off while discussing the subliminal messaging in "Broadway Bro Down."Lauren's Instagram: @lagizz_sangsPodcast Socials -Email: butasongpod@gmail.comFacebook: @butasongpodInstagram: @butasongpodThreads: @butasongpodNext episode: Shall We Dance (1937)!

“You wanna know the real difference between us?” In this week's episode, we dissect The Parent Trap, a film released on July 20, 1998, starring Lindsay Lohan, Natasha Richardson, and Dennis Quaid. Join us as we discuss whirlwind romances, summer camp, peanut butter, ear piercings, molars, home décor, custody agreements, and more!Notable Mentions + References in This Episode:The Parent Trap (1961) - You Vicious Little Wretch! SceneBehind The Scenes - The Parent Trap: How Annie Became HallieThe Parent Trap Behind the Scenes The Parent Trap: Lindsay Lohan's FIRST Interview! (Flashback)The Parent Trap (1998) - Lake PrankThe Parent Trap (1998) SoundtrackThe Parent Trap ReunionErin Mackey IMDBZenon: Girl of the 21st Century Pt. 1 (Episode 012)Eddie's Million Dollar Cook-Off (Episode 055)Shall We Dance? (Episode 111)Connect with us:Instagram: @in_hindsight_podTwitter: @in_hindsightpod Want us to dissect one of your favorite childhood movies? Send us a DM or email us at inhindsightpod@gmail.com.Thanks for listening!

"We need a witness to our lives." - Stine deelt een levenswijsheid van Beverly in de film Shall We Dance.

"Civilization (Bongo, Bongo, Bongo)" - Bing Crosby; "Somebody Loves Me" - Bing Crosby; "Lady Be Good" - Joe Venuti; "Someone to Watch Over Me" - Bing Crosby, Oscar Levant, & Joe Venuti; "S'Wonderful" - Peggy Lee, Bing Crosby & Joe Venuti; "I've Gotta a Crush on You" - Peggy Lee & Bing Crosby; "They Can't Take That Away from Me" - Bing Crosby & Peggy Lee; "Shall We Dance" - Peggy Lee & Bing Crosby; "Prelude by Gershwin" - Oscar Levant: "Biding My Time" - Oscar Levant; "I Got Rhythm" - Bing Crosby, Peggy Lee, Oscar Levant, & Joe Venuti; "Summertime and the Living is Easy" - Peggy Lee & Bing Crosby

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このポッドキャストは、コンビニの人材育成を支援するこんくり株式会社とビジネスの自走化を支援するActionCOACHの提供でお送りいたします。 第238回は「Shall we dance?」と題してお送りいたします。 安 … 続きを読む 第238回　Shall we dance? 第238回　Shall we dance?はBNI Japan Official Podcastで公開された投稿です。

Shall We Dance? Rounds include Bravo Oscar Victor and Plagiarisit?Join the Patreon and become a Cupboard Dweller!Get your Quiz Cupboard merch here.Social media:- Instagram- TwitterThanks to:CGBJTLord and Lady Grames of LutonBrandon HuntGwynne YColin FarleyNat PandaZach and JPSteven (aka Jaye's Boyfriend)Queen Sherbert FlavourLucille Pavlov & SandbagLady EkaterinaSandra from Malmö SwedenElisa & MartinEmmaShauna and BasCaroline RDante PetrinIan and Beth's road tripsChar & Olliestrangelove1976Dorna & DamianMatt & JoJozef McGowanBecky Rossiter & Brendan CuffeJames TaylorHetty and the boys

Trophy Kill: The Shall We Dance Murder  Dan ZupanskyTrophy Kill: the Shall We Dance Murder. The Trial and Revelations of a Psychopathic Killer On July 1st, 2003 Susan Sarandon called police from the set of the Miramax movie Shall We Dance to report the theft of some of her jewelry, including a gold necklace. The next day Sidney Teerhuis calmly walked into a police station to report waking from a drunken blackout to find his acquantance dead in the bathtub. At the rented room police found the victim dismembered, beheaded, sawn in half, disemboweled and castrated with the chest sliced open and all of the internal organs gone! One eye had been removed and the body posed, crudely reassembled. Susan Sarandon's stolen gold necklace was found a few feet away from the murder-horror spectacle. Obsessed with celebrity, his role models-serial killers, with Susan Sarandon's stolen jewelry, Sidney hatches a diabolical plan to achieve his ultimate fantasy...https://amzn.to/3ZMOX1YBecome a supporter of this podcast: https://www.spreaker.com/podcast/the-opperman-report--1198501/support.

Why do we dance? The answer is more complicated than you might think. Dancing has served a multitude of functions for various cultures throughout history, and there is even evidence to suggest that we, as a species, are biologically hard-wired to dance. Whether it’s for social, spiritual, or even psychological reasons (yes, dance therapy is a thing), humans have been dancing since the very beginning. This hour, a look at all things dance — from ancient history to modern, Hollywood dance movies. GUESTS: Henry Alford: Author of And Then We Danced: A Voyage Into the Groove Christina Devereaux: Board-certified dance/movement therapist David Edelstein: America’s Greatest Living Film Critic Jonathan McNicol: Producer of The Colin McEnroe Show The Colin McEnroe Show is available as a podcast on Apple Podcasts, Spotify, Amazon Music, TuneIn, Listen Notes, or wherever you get your podcasts. Subscribe and never miss an episode! Subscribe to The Noseletter, an email compendium of merriment, secrets, and ancient wisdom brought to you by The Colin McEnroe Show. Join the conversation on Facebook and Twitter. Colin McEnroe and Chion Wolf contributed to this show, which originally aired July 5, 2018.Support the show: http://www.wnpr.org/donateSee omnystudio.com/listener for privacy information.

Drama and Variety on a TuesdayFirst a look at the events of the dayThen Lux Radio Theater, originally broadcast March 25, 1940, 85 years ago, Remember the Night starring Fred MacMurray and Barbara Stanwyck.   An adaptation of the 1940 movie about a prosecutor who winds up taking a beautiful thief with him on a Christmas visit to his mother.Followed by the Royal Gelatin Hour starring Rudy Vallee, originally broadcast March 25, 1937, 88 years ago.  The show features three songs from, "Shall We Dance?" The first is, "Beginner's Luck," sung by Rudy. Rudy also sings, "Never In A Million Years," "Little Old Lady," "I Can't Lose That Longing For You" and "Let's Call The Whole Thing Off." Edgar Bergen tells Charlie the story of "Robinson Crusoe." Tyrone Power and Muriel Kirkland appear in, "Shadow Play" by Noel Coward. Florence Desmond impersonates Katharine Hepburn (while she's singing!), Marlene Dietrich and the ficticious Gladys Potts (the first woman pilot to fly over the North Pole with her baby). Rudy interviews Tony Sarg, a puppeteer who is credited with inventing the Macy's Thanksgiving Day Parade giant balloons. Finally, Claudia, originally broadcast March 25, 1949, 76 years ago, The last program of the series. A walk in the rain to the top of the hill. Thanks to Honeywell for supporting our podcast by using the Buy Me a Coffee function at http://classicradio.streamIf you like what we do here, visit our friend Jay at http://radio.macinmind.com for great old time radio shows 24 hours a day

Bizard, Bonwyn, and Kavlaran fight to break a group of ethereal children free from a deadly dance, but a Waltzing Horror won't let them cut in easily. Meanwhile, Alydin plays nice with her captors—at least for now.- - - - - - - - - -CAST & CREWPlayers: Amy More, Carla Maxted, Tom Laird and Kyle ClasetDM: Russ MoreDialogue Editing & Sound Design: Russ MoreMusic & Sound Effects: Epidemic Sound, slip.stream, BOOM Library, Sound IdeasCover Art: Matt Garbutt (@artmonkeymg on Instagram)- - - - - - - - - -Enjoying Dumbgeons & Dragons?Consider becoming a Patron of Dumb Dragons Productions for as little as $5 a month with a 7-day free trial and now MERCH after 3-months of patronage! (https://www.patreon.com/dumbdragoncast)Buy our merch! (https://www.teepublic.com/stores/dumbgeons-dragons-podcast-store)Follow our socials and more! - https://linktr.ee/dumbdragons- - - - - - - - - -Advertise on Dumbgeons & Dragons: fableandfolly.com/advertise/Find and support our sponsors at: fableandfolly.com/partnersSee Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

This week, aSwanNamedEmily joins Travis to talk about the 1996 Japanese film, Shall We Dance? It's the story of an accountant to secretly starts taking dance lessons after seeing a beautiful woman staring out the window during his train ride home. But while that's what brought him in to the dance studio, he found a whole new reason to stay. So, is this one worth a watch (if you can find it), should you just watch the American remake? Or is there some real heart in the center of this quirky movie? Let's find out...Follow Emily on socials @swannamedemilyThanks go out to Audie Norman (@TheAudieNorman) for the album art. Outro music In Pursuit provided by Purple-Planet.comSupport the show by going to patreon.com/wyhsVisit tvstravis.com for more shows and projects from TVsTravis Hosted on Acast. See acast.com/privacy for more information.

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In this episode, CFN's Brian McCall speaks with Dr. Peter Kwasniewski and Dorothy Cummings McLean on the Catholic perspective on dancing.For more content like this, become a Premium Member: https://catholicfamilynews.locals.com/Tradition and Sanity Substack: https://www.traditionsanity.com/Dorothy's Website: https://tradcathsocialdancing.co.uk/Subscribe to our paper! https://catholicfamilynews.com/new-subscription/Remember to support CFN by purchasing books from:• Angelico Press: https://angelicopress.com/catholicfamilynews• Sophia Institute Press: https://sophiainstitute.com/product-category/books/ref/63/• TAN Books: https://tanbooks.com/?rfsn=7859550.9cf541Follow us on Rumble! https://rumble.com/c/c-390435#catholic #dancing #christianity

Send us a Text Message.In this episode of “The Music in Me,” I dive into the world of dance movies and their unforgettable soundtracks. I'll be sharing my favorite dance scenes from iconic films like “Footloose,” “Flashdance,” “Happy Feet,” “Center Stage,” “Save the Last Dance,” “Step Up 2: The Streets,” and “Fame.” You'll hear about the electrifying moments that make these scenes so special and the incredible songs that bring them to life. I've got a mix of dance styles to keep things exciting—from ballet and ballroom to hip-hop and street dance. Plus, I've included some honorable mentions that you won't want to miss. Join me as I celebrate the magic of dance and the music that makes it unforgettable. Tune in and let's get this dance party started! Support the Show.Keep listening, keep grooving, and let the music in you continue to shine. Thank you, and see you soon!CONTACT TERI:Instagram: https://www.instagram.com/terirosborg/Facebook: https://www.facebook.com/teri.rosborgYouTube: The Music in MeTikTok: https://www.tiktok.com/@terirosborgPodcast Facebook Page: The Music in Me Podcast Facebook pageTHEME SONG BY: Hayley GremardINTRODUCTION BY: Gavin Bruno

Sermon from guest speaker Bob Flayhart.

THE KING AND I  Music by Richard Rodgers | Book & Lyrics by Oscar Hammerstein II | Based on Anna and the King of Siam by Margaret Landon | Original Choreography by Jerome RobbinsWorks Consulted & Reference :The King and I (Original Libretto)Something Wonderful: Rodgers and Hammerstein's Broadway Revolution by Todd S. PurdumMusic Credits:"Overture" from Dear World (Original Broadway Cast Recording)  | Music by Jerry Herman | Performed by Dear World Orchestra & Donald Pippin"The Speed Test" from Thoroughly Modern Millie  (Original Broadway Cast Recording) | Music by Jeanine Tesori, Lyrics by Dick Scanlan | Performed by Marc Kudisch, Sutton Foster, Anne L. Nathan & Ensemble"Why God Why" from Miss Saigon: The Definitive Live Recording  (Original Cast Recording  / Deluxe)  | Music by Claude-Michel Schönberg, Lyrics by Alain Boublil & Richard Maltby Jr.  | Performed by Alistair Brammer"Back to Before" from Ragtime: The Musical (Original Broadway Cast Recording)  | Music by Stephen Flaherty, Lyrics by Lynn Ahrens | Performed by Marin Mazzie"Chromolume #7 / Putting It Together" from Sunday in the Park with George (Original Broadway Cast Recording)  | Music & Lyrics by Stephen Sondheim | Performed by Mandy Patinkin, Bernadette Peters, Judith Moore, Cris Groenendaal, Charles Kimbrough, William Parry, Nancy Opel, Robert Westenberg, Dana Ivey, Kurt Knudson, Barbara Bryne"What's Inside" from Waitress (Original Broadway Cast Recording)  | Music & Lyrics by Sara Bareilles | Performed by Jessie Mueller & Ensemble"Hello, Young Lovers" from  The King and I (The 2015  Broadway Cast Recording)  | Music by Richard Rodgers, Lyrics by Oscar Hammerstein II | Performed by Kelli O'Hara, Ted Sperling, Orchestra"Maria" from The Sound of Music (Original Soundtrack Recording)  | Music by Richard Rodgers, Lyrics by Oscar Hammerstein II | Performed by Evadne Baker, Anna Lee, Portia Nelson, Marni Nixon"My Favorite Things" from The Sound of Music (Original Soundtrack Recording) | Music by Richard Rodgers, Lyrics by Oscar Hammerstein II | Performed by Julie Andrews"Corner of the Sky" from Pippin (New Broadway Cast Recording) | Music & Lyrics by Stephen Schwartz | Performed by Matthew James Thomas“What Comes Next?” from Hamilton (Original Broadway Cast Recording) | Music & Lyrics by Lin-Manuel Miranda | Performed by Jonathan Groff

The Henrico Theatre Company will present “Some Enchanted Evening: The Music of Rodgers and Hammerstein” May 10-11 at 8 p.m. and May 12 at 3 p.m. at The Cultural Arts Center at Glen Allen. Five performers will explore the duo's songs in different styles, including popular hits “If I Loved You,” “In My Own Little Corner,” “The Sound of Music,” “Shall We Dance?” and more. Tickets are for seniors 55+ and students and for adults. The show concludes next weekend. For details, call 261-ARTS or visit artsglenallen.com. *** The Richmond VA Comicon will take place Saturday, May 11 from 11 a.m....Article LinkSupport the Show.

111. Shall We Dance? --- Send in a voice message: https://podcasters.spotify.com/pod/show/in-hindsight/message

This episode originally aired on  May 18, 2023.From her roles in a semi-autobiographical sitcom in 1996 (Life's Work) to The Parent Trap to Abbott Elementary, Lisa Ann Walter has played a lot of different kinds of strong, brassy women. And even though standards of beauty and acceptance in Hollywood are always changing, those winds haven't always blown in her favor. But what makes an icon iconic is her unwavering commitment to being her own unmistakable self.After talking with Lisa, Jordan has one quick thing about Fast X (and especially Jason Momoa).

Out of the CaveWeek 3“Shall We Dance”https://www.bible.com/events/49247727

They did it! Patrick Roy's Islanders defied the odds and the naysayers and punched their ticket into the Stanley Cup Playoffs earning themselves a First Round rematch vs the Carolina Hurricanes! Canes beat writer Cory Lavalette joins Sean and Stefen to preview the series and what may come in the 7-game bout!Follow HNiNY on all social media platforms at @hockeynightnyPresented by Blue Line Deli and Bagels (http://bluelinedeli.com)Sponsored by Main Street Board Game Cafe (http://mainstboardgamecafe.com)Sponsored by Raiser and Kenniff (http://raiserandkenniff.com)Catch Stefen's coverage on the Isles beat for The Hockey News (https://thehockeynews.com/nhl/new-york-islanders)Subscribe to our friends at IslesFix newsletter! (http://islesfix.substack.com)

It's been an eventful weekend/day in LSU sports. LSU baseball won the series but dropped the final game of the season. LSU Softball swept their series and remain the only unbeaten team in the nation. LSU Men get a big win on Senior night. LSU Women lost in the SEC Tourney Championship, BUT that's not the big story. We will talk about the fallout of the tussle. We will also talk about the NFL pre-draft moves. All this and much more.

Waning libido is common but it's not the only thing to consider. We're looking at libido, sex, and orgasm all inclusively in this episode. If this all makes you blush, it's audio-only, and we're just talking. But if you don't have this discussion with girlfriends because sex talk is uncomfortable, you don't want it and your partner does or vice versa, I'm actually sharing this podcast for exactly that reason. If not here, where? Intimacy (including sex) is actually quite tied to overall health and wellbeing. If an integral part of your life is missing but you're not inspired to discuss it, then maybe this is for you. It's still pretty PG so, no worries there. A European study conducted by a sports nutrition company in 2022 with expert opinions from a Professor of Exercise Science and a Sexual Health Educator set out to find out how different sports improve sex lives. The study was conducted by survey of 3200 Europeans who play sports or exercise. Interestingly, several of the sources I found reviewing references for this episode were done by sports companies of some sort. I point this out, because it's no accident. We care about sex. They're posting content and spending time, money, and energy polling, conducting surveys for one reason, to sell more products. I want you to know that if you're feeling like if this were a book you'd have to put a brown paper wrapper over it, don't. This is something pretty foundational to every human. Sex and Exercise & Sports Participation Exercise (and sport) can be a part of bringing this little bit of joy and connection back or enhancing it if it's already present for you. I'll put in resources a few other connections that can help. But above all, 100% transparency, strength training may be a girl's a boy's, and a couple's best friend, as long as you're in the sweet spot. (couldn't resist!) It's not football players .. in fact they were the least likely to reach the big O and the least confident in the bedroom. Golfers enjoy the most sexual activity among all popular sports, followed by dancers and weightlifters. More than three-quarters of golfers said the sport improved their “o experience. Golfers, and this is probably better golfers, are very in tune with their body position, confident in their ability to affect results by changes that they make. Incredible self-awareness in any area of life spills over into awareness elsewhere. Dancing, provided it's not a waif-like ballerina sacrificing her libido by starving and extreme discipline, is very rewarding in terms of intimacy. Dancing fosters feelings of lust, sensuality, and sexiness. Those least adventurous on the dance floor may also be least adventurous or confident in the bedroom. Easiest place to start? Some dance lessons to help you get more confident in your own body. There aren't many things more sensual than dancing with the right partner.     Sex and Sports Specifics   78% of regular walkers report it improving their sex life. It might be that exploring new places and having new adventures builds trust, happiness and satisfaction that pays off in the bedroom. Consider getting off the beaten path.   81% of swimmers say swimming improved their sex lives but only 44% are confident in the bedroom.   While women actually enjoy watching football, the benefits of the sport don't actually add up to the best results in the bedroom. Fballers aren't all that confident and don't climax as much as other sports participants.   Running can have a positive effect on hormone levels provided it's not too much. Endurance exercise decreases testosterone and increases cortisol levels, having the opposite desired effect (see what I did there). Couples, about 66% on average, who run together report a higher frequency of sex compared to those who don't. (a survey conducted by Brooks Running) What was the quote? "The Tango is the vertical expression of a horizontal desire." – Jennifer Lopez' character in Shall We Dance? More than any other sport, 90% of weight trainers said it had a positive impact on their sex life. What's the physiological reason? Weight training not only improves testosterone levels that directly impact libido or desire, it also edges out yoga for support in cognitive function and problem solving, lending to decreased stress levels through enhanced resilience. Physiologically, no other exercise will change your body shape in the way strength training has the ability to do. Aerobic activity may support weight loss to some extent, but it leaves a smaller version – possibly even less toned – than you started with. Parting Thoughts About Sex and Sport One of the biggest killers of libido, sex and orgasm tends to be a mismatch between fitness status of partners. Even if the couple doesn't do the same fitness or sport activity, those that support each other independently pursuing some type of fitness activity tend to also have a better relationship. Reference: https://de.myprotein.com/thezone/lifestyle/europaeische-studie-einfluss-von-sport-auf-das-liebesleben/ Resources: STRONGER 12-Week Strength Training: https://www.flippingfifty.com/getstronger Libido boosting Julva: https://www.flippingfifty.com/julva Other Episodes You Might Like: Better Sex After 50 How to Love Getting Intimate https://www.flippingfifty.com/better-sex-2/ Juicy New Menopause, Libido, & Intimacy Solutions https://www.flippingfifty.com/juicy-new-menopause-libido-intimacy-solutions/ Not Just for Men, Why Women Need Testosterone, Too! https://www.flippingfifty.com/testosterone/  

Paddy Danda welcomes Alfie Noakes, a stand-up comedy MC, promoter, and coach. Alfie shares insights into the superpower of making people laugh and how it can be a valuable skill in various contexts. He emphasizes that anyone can try stand-up comedy and provides practical tips for incorporating humour into talks and presentations. The episode delves into the psychology of audience engagement and the importance of storytelling in comedy.

Guest hosted by Jeff Lunden, this is the conclusion of a three-part program paying tribute to iconic lyricist Ira Gershwin known for his collaborations with his brother George, Jerome Kern and Harold Arlen, to name a few, and his numerous Broadway shows including FUNNY FACE, GIRL CRAZY, PORGY AND BESS and OF THEE I SING. This tribute includes an archival interview from 1969 with the lyricist discussing his successful career alongside his composer brother, George. Additionally, this episode includes rare recordings of Ira Gershwin singing his own songs and features music from DAMSEL IN DISTRESS, SHALL WE DANCE, OF THEE I SING, FUNNY FACE and THE GOLDWYN FOLLIES.   Featured archival acetate recordings: “HI-H0,” “WHO CARES?” “STIFF UPPER LIP,” “THE BABBIT AND THE BROMIDE,” plus bonus modern recordings of “I GOT RHYTHM,” and “LOVE IS HERE TO STAY.”   Originally produced and broadcast in 1983. For more information go to AnythingGoesPL.com or BPN.FM/Anything Goes. Theme music arranged by Bruce Coughlin. Associate producer Jeff Lunden. Anything Goes – Backstage with Broadway's Best – is produced and hosted by Paul Lazarus. Learn more about your ad choices. Visit megaphone.fm/adchoices

"You found a shiny medallion!" Flicky, Agony, Alfred Chicken, Dynamite Dux, Untitled Goose Game. These are just some of the titles we think of when we try to recall videogames with avian protagonists. Manchester studio Acid Nerve added another feathered hero in 2021 with the release of its Zelda-esque Death's Door. Leon, Chris O'Regan, Sean and Tony - along with Cane and Rinse community contributors - dodge roll their way through this flightless corvid's musing on the impermanence of all things. http://media.blubrry.com/caneandrinse/caneandrinse.com/podcast/cane_and_rinse_issue_573.mp3   Music featured in this issue:1. Death's Door by David Fenn2. Shall We Dance by David FennEdit by Jay Taylor You can support Cane and Rinse and in return receive an often extended version of the podcast four weeks early, along with exclusive podcasts, if you subscribe to our Patreon for the minimum of $2 per month (+VAT). Do you have an opinion about a game we're covering that you'd like read on the podcast? Then venture over to our forum and check out the list of upcoming games we're covering. Whilst there you can join in the conversations with our friendly community in discussing all things relating to videogames, along with lots of other stuff too. Sound good? Then come and say hello at The Cane and Rinse forum

We're looking at the middle of a love story in the 2004 American adaptation of Shall We Dance? starring Richard Gere, Susan Sarandon, and a ton of other familiar faces. Join in as we discuss the differences from the Japanese original, a wistful Jennifer Lopez, hot Bobby Cannavalle, and parent hobbies. Plus: Why is this movie so sexless? Are there really this many clubs that also play ballroom music? How did this movie get Gere banned from India? And, most importantly, what's the deal with Sound of Freedom? Make sure to rate, review, and subscribe! Next week: I'm No Angel (1933) - available here via the Internet Archive! --- Send in a voice message: https://podcasters.spotify.com/pod/show/we-love-the-love/message

Just in time for Dead Reckoning (Part I), we're returning to one of our favorite franchises to talk about the film that started it all: Brian De Palma's 1996 blockbuster Mission: Impossible! Join in as we discuss the film's post-Cold War setting, the Impossible Mission Force, Vanessa Redgrave's villainous performance, and our brief glimpse of pre-breakdown Ethan Hunt. Plus: Why were fans of the Mission: Impossible TV show upset with the movie? How did the rat at Langley die? Why is the NOC list available as a single file? And, most importantly, why doesn't Ethan do magic more often? Make sure to rate, review, and subscribe! Next week: Shall We Dance? (2004) --- Send in a voice message: https://podcasters.spotify.com/pod/show/we-love-the-love/message

Daniel Zupansky - Trophy Kill: the Shall We Dance Murder. The Trial and Revelations of a Psychopathic KillerOn July 1st, 2003 Susan Sarandon called police from the set of the Miramax movie Shall We Dance to report the theft of some of her jewelry, including a gold necklace. The next day Sidney Teerhuis calmly walked into a police station to report waking from a drunken blackout to find his acquantance dead in the bathtub. At the rented room police found the victim dismembered, beheaded, sawn in half, disemboweled and castrated with the chest sliced open and all of the internal organs gone! One eye had been removed and the body posed, crudely reassembled. Susan Sarandon's stolen gold necklace was found a few feet away from the murder-horror spectacle. Obsessed with celebrity, his role models-serial killers, with Susan Sarandon's stolen jewelry, Sidney hatches a diabolical plan to achieve his ultimate fantasy...Daniel Zupansky is the host and producer of True Murder-The Most Shocking Killers in True Crime History and author of Trophy Kill-The Shall We Dance Murder-The Trial and Revelations of a Psychopathic Killer.Book : Trophy Kill: The Shall We Dance Murder Facebook : Daniel ZupanskyThis show is part of the Spreaker Prime Network, if you are interested in advertising on this podcast, contact us at https://www.spreaker.com/show/1198501/advertisement

Betsy Wolfe and Stark Sands are currently co-starring as the husband and wife duo Anne Hathaway and William Shakespeare in the hit Broadway show, “& Juliet”. The two speak about their relationship with Max Martin and his songs, the broad appeal of the show, and how they got involved with it. Betsy reflects on what makes the show special. Being the only parents in the show, Betsy and Stark share fondly what it's like to have their kids watch the show and recognize the songs they sing outside of the play. From waiting at the stage door and dreaming of performing on stage to seeing kids, famous actors, and artists like Will Ferrell, Katy Perry, and Chris Martin watch their show is a full circle moment for both Betsy and Stark. The two recall their humble beginnings, what got them into theatre and performing, and what it's like to act alongside people they just used to admire. Both grateful for all these full circle moments in their lives, Betsy and Stark reflect on the fame that comes with being on Broadway and why it's different from being TV and movie famous but in a good way, and the importance of making bold choices and stepping out of the box. Betsy Wolfe - Broadway: Waitress (Jenna); Falsettos (Cordelia); Bullets Over Broadway (Ellen); The Mystery of Edwin Drood (Rosa Bud); 110 in the Shade; Everyday Rapture. Other credits include The Last 5 Years (Second Stage); Merrily We Roll Along (NY City Center Encores!); How to Succeed... (Kennedy Center). Soloist for over 60 symphonies across the world. Film/TV: Estella Scrooge, First One In, “Instinct.” BFA, Cincinnati Conservatory of Music. Co-founded BroadwayEvolved, a training program for students. For Poppy, always. Instagram: @bwolfepack. TikTok: @betsywolfe. broadwayevolved.combetsywolfe.com Stark Sands - Broadway: To Kill a Mockingbird, Kinky Boots (Tony Award nomination, Grammy Award winner); American Idiot, Journey's End (Tony Award nomination, Theatre World Award winner). Off-Broadway includes Twelfth Night (The Public Theater); The Tempest (Classic Stage Company, AEA Bayfield Award). Film includes The Post; Inside Llewyn Davis; Flags of Our Fathers; Die, Mommie, Die; Shall We Dance; 11:14. Television includes “Minority Report,” “Generation Kill,” “Nip/Tuck,” “Six Feet Under.” BFA: USC. Connect with Betsy and Stark: Instagram: @bwolfepack, @starkweather Website: www.betsywolfe.com BroadwayEvolved: http://betsywolfe.com/broadwayevolved Connect with The Theatre Podcast: Support us on Patreon: Patreon.com/TheTheatrePodcast Twitter & Instagram: @theatre_podcast TikTok: @thetheatrepodcast Facebook.com/OfficialTheatrePodcast TheTheatrePodcast.com Alan's personal Instagram: @alanseales Email me at feedback@thetheatrepodcast.com. I want to know what you think. Learn more about your ad choices. Visit megaphone.fm/adchoices

From her roles in a semi-autobiographical sitcom in 1996 (Life's Work) to The Parent Trap to Abbott Elementary, Lisa Ann Walter has played a lot of different kinds of strong, brassy women. And even though standards of beauty and acceptance in Hollywood are always changing, those winds haven't always blown in her favor. But what makes an icon iconic is her unwavering commitment to being her own unmistakable self.After talking with Lisa, Jordan has one quick thing about Fast X (and especially Jason Momoa).***With Jordan Crucchiola and Lisa Ann Walter

For this episode, we dive into the drizzling, moody world of the 1997 psychological thriller "Cure." Directed by Kiyoshi Kurosawa, the film follows a detective investigating a series of gruesome murders. The chilling twist? The real killer isn't committing the murders himself; instead, he hypnotizes others to carry out the heinous acts. Join us as we dismember the film's appropriately hypnotic atmosphere, and thought-provoking themes of identity, control, and culpability when the lines between perpetrator and victim blur. Ryan rated the film a (conservative) "rent it," while Tim surprised Ryan and opted for a "stream." Cure (1997) Written and Directed by Kiyoshi Kurosawa Where we watched: The Criterion Channel RecommenDEADtions: Alien from L.A. / Shall We Dance (1996) Learn more about your ad choices. Visit megaphone.fm/adchoices

John Altman is a BAFTA and EMMY winning film composer, arranger and musician. His feature films include the award-winning Little Voice, he wrote all the period music for Titanic, the classic tank chase in Goldeneye, he arranged Always Look on the Bright Side of Life from The Life Of Brian, RKO281 (EMMY winner), Hear My Song (BAFTA winner), Shall We Dance starring Richard Gere and Jennifer Lopez, Funny Bones, Vendetta, Breaking Through starring Diane Keaton, Hope Springs starring Colin Firth, Minnie Driver and Heather Graham and The Roman Spring of Mrs Stone starring Helen Mirren for which he received an EMMY Nomination. He was Van Morrison‘s MD for years and Hot Chocolate‘s MD and sax player. He's responsible for classics like Bjork‘s ‘It's Oh So Quiet', Alison Moyet‘s ‘That Old Devil Called Love' and George Michael‘s ‘Kissing A Fool', to name but a few.John Altman is guest number 263 on My Time Capsule and chats to Michael Fenton Stevens about the five things he'd like to put in a time capsule; four he'd like to preserve and one he'd like to bury and never have to think about again .Follow John Altman on Twitter: @rufusjunior .Follow My Time Capsule on Twitter, Instagram & Facebook: @MyTCpod .Follow Michael Fenton Stevens on Twitter: @fentonstevens & Instagram @mikefentonstevens .Produced and edited by John Fenton-Stevens for Cast Off Productions .Music by Pass The Peas Music .Artwork by matthewboxall.com .This podcast is proud to be associated with the charity Viva! Providing theatrical opportunities for hundreds of young people. Hosted on Acast. See acast.com/privacy for more information.

CRAFT as choreography? Our hosts step into the metaphor of a dance with your loved one. This isn't a traditional dance -- it's a look at the steps to see what works and what doesn't, to CRAFT a new dance and change your role. The idea is to learn new tools, practice them, and see where they fit in. Be patient. It's a process.

Al & Val sing and dance all the way through Cheetah Girls. Will they win the talent show? Will the musical number box get them a BINGO? Listen to find out!Cheetah Girls (August 15, 2003)IMDB WikipediaDirected by Oz Scott (TV Director - The Jeffersons, The District, CSI NY, Black Lightning, SWAT)Written by Deborah Gregory (Books - wrote all the Cheetah Girls), Alison Taylor (Cheetah Girls 2, Just Jordan) Starring: Raven-Symoné as Galleria "Bubbles" Garibaldi (Zenon, Cheetah Girls 2, That's So Raven, Raven's Home, Tinkerbell series, Adrienne Bailon as Chanel "Chuchie" Simmons (Cheetah Girls 1-3, Buffalo Dreams, Coach Carter, 3LW Music Videos, mostly music videos)Kiely Williams as Aquanette "Aqua" Walker (Cheetah Girls 1-3, 3LW Music Videos, The House Bunny, Stomp the Yard 2)Sabrina Bryan as Dorinda "Do" Thomas (Cheetah Girls 1-3, random things)Lynn Whitfield as Dorothea Garibaldi, Galleria's Mother (Cheetah Girls 2, Heartbeat, The Cosby Mysteries, Stepmom, A Time for Dancing, Greenleaf)Juan Chioran as Francobollo Garibaldi, Galleria's Father (Time Squad, Jane and the Dragon, voice in kids cartoons)Lori Anne Alter as Juanita Simmons, Chanel's Mother (Cheetah Girls 2, Power Play, Family Biz, Vince Corazza as Jackal Johnson, Record Producer (Quints, character actor)Sandra Caldwell as Drinka Champane, the music teacher (Little Men, Serendipity, Shall We Dance, Kyle Schmid as Derek, Galleria's love interest (Alley Cats Strike, Sisterhood of the Traveling Pants, Blood Ties, Copper, Six, Big Sky)Kim Roberts as Mrs. Bosco, Dorinda's foster mom (Get a Clue, Jump In, Z-O-M-B-I-E-S, Charlie Bartlet, character actor, voice actor)Ennis Esmer as Rick, a comedian (Red Oaks, Blindspot, Schitt's Creek, Murdoch Mysteries)Synopsis: Four teens hold on to their dream of musical fame while navigating the twists and turns of their normal lives.Fun Facts: Naya Rivera auditioned for the movie but did not land a part.Next Movie: SURPRISE BONUS EPISODE! ★ Support this podcast on Patreon ★