Podcasts about Technicolor

Send us a textGeorge Feltenstein joins Tim Millard to review the Warner Archive's April Blu-ray releases, a diverse collection spanning from 1950s classics to 2000s comedies that have been restored with stunning new transfers and special features.• Leslie Caron and Mel Ferrer star in "Lily" (1953), a Technicolor gem restored from original 3-strip negatives • Despite studio doubts, "Lily" became a massive success that was later reissued theatrically instead of going to television• "Side Street" (1950) features rare on-location New York City filming with Farley Granger and Cathy O'Donnell• Anthony Mann's noir thriller uses the city as a character, with John Alton's cinematography and a memorable climactic car chase• "Springfield Rifle" (1952) starring Gary Cooper presented restoration challenges as an early Warner Color film• "Just Friends" (2005) with Ryan Reynolds finally gets its first proper U.S. Blu-ray release with all special features• "Clean and Sober" (1988) showcases Michael Keaton's breakthrough dramatic role alongside Morgan Freeman• Glenn Gordon Caron's film about addiction remains relevant today, balancing serious subject matter with moments of hopePurchase Links:LILI (1953) BLU-RAYSIDE STREET (1950) BLU-RAYSPRINGFIELD RIFLE (1952) BLU-RAYJUST FRIENDS (2005) BLU-RAYCLEAN AND SOBER (1988) BLU-RAYReplacement Program Communications Upgraded Audio is available on Just Friends and Clean and Sober  Important news : Recently, we upgraded the audio tracks to five releases. These changes were what we call, “running changes” so many customers already have the upgraded Audio. But if you were one of the early purchasers of these titles you may be eligible to receive a free replacement disc that includes the upgraded audio.  Clean and Sober  “Clean and Sober” (Blu-ray) is eligible for a replacement disc that will include DTS-HD MA 2.0 stereo audio. To know if you're eligible for the replacement, check your purchased disc. If it does not have DTS-HD MA 2.0 stereo you're eligible for a replacement.  Just Friends  “Just Friends” (Blu-ray) is eligible for a replacement disc that will include all special features and DTS-MA HD 5.1 audio. To know if you're eligible for the replacement, check your purchased disc. If it has only 2.0 audio and one special feature – the trailer - you're eligible for a replacement.  To receive your replacement follow these instructions; Email customerservice@moviezyng.com with your request. Be sure to include your original purchase receipt in your initial email to Movie Zyyng. Movie Zyng is working with Warner Bros. and AV Entertainment to facilitate the replacement even if you'veThe Extras Facebook pageThe Extras Twitter Warner Archive & Warner Bros Catalog Group As an Amazon Affiliate, The Extras may receive a commission for purchases through our purchase links. There is no additional cost to you, and every little bit helps us in the production of the podcast. Thanks in advance. Otaku Media produces podcasts, behind-the-scenes extras, and media that connect creatives with their fans and businesses with their consumers. Contact us today to see how we can work together to achieve your goals. tim@theextras.tv

Join the mission! Visit donate.accessmore.com to help fund more episodes and shows like this. If you could use more joy, purpose and hope as a mom, or if you're a For King and Country fan, this episode with Courtney Smallbone is for you, We're talking about her new devotional, Technicolor Woman and explaining what living in full color can look like for you. In this episode, you'll learn: 3:17 How do we keep ourselves humble? 6:09 Feeling way to busy?? How to handle pressure in your life 11:25 The Lord's heart to nourish us 20:46 How to not succumb to social media 23:37 Our baby wasn't breathing Courtney Smallbone is an author and speaker who wants to come alongside women and help them move from living in black and white to full color. She and her husband Luke Smallbone (one-half of the Grammy winning For King + Country) have four kids. When Courtney's not sipping coffee on her porch or traveling with the band, you'll find her raising cattle and kids on a farm in Tennessee. Learn more about Courtney Smallbone and her book, Technicolor Woman https://technicolorwoman.com/ Technicolor Woman on Kindle https://www.amazon.com/Technicolor-Woman-Courtney-Smallbone-ebook/dp/B0F3W886TZ Shop For King + Country https://www.forkingandcountry.com/collections/books Tickets on sale now! You're invited to see David Thomas, Sissy Goff, and Arlene at the Parents Rising Conference in San Diego, September 6, 2025 https://parentsrisingconference.com/ Have a question for Arlene to address on the podcast? Please email Arlene your questions and the topics you want covered on the show! Email speaking @ arlenepellicane.com

What if doing less was actually the key to doing what matters most? In this powerful episode, Ginny Yurich sits down with Technicolor Woman author Courtney Smallbone for a raw, hope-filled conversation about legacy, identity, and the cost of burnout. Courtney shares how embracing rest, resisting cultural pressure, and choosing a slower path has helped her build a family life rooted in purpose. Together they explore what it means to finish well, how generational impact begins long before our kids are born, and why sometimes it's better to leave things undone than to come undone. From midwives to homesteading, touring the world to quieting the noise, Courtney offers a compelling vision of motherhood, womanhood, and calling. With wisdom drawn from Scripture, Hebrew word origins, and real-life experience, she encourages listeners to reclaim their identity and rhythm—away from hustle and into wholeness. This conversation is a needed reminder: your ordinary life, lived with intention, can change everything. ** Get your copy of Technicolor Woman here Learn more about Courtney and all she has to offer here Learn more about your ad choices. Visit megaphone.fm/adchoices

How do you lead change when you’re not the boss? Casey Sinnema shares what it takes to build trust, influence outcomes, and make Monday feel a little less dreadful. Overview What happens when you give a self-proclaimed utility player the freedom to poke holes in broken systems and lead cross-functional change without official authority? In this episode, Scott chats with Casey Sinema about navigating ambiguity, building trust without a title, and leading impactful change through curiosity, clarity, and a deep understanding of what people actually need. References and resources mentioned in the show: Casey Sinnema Wolf Pack by Abby Wombach The Let Them Theory by Mel Robbins Micromanagement Log Subscribe to the Agile Mentors Podcast Join the Agile Mentors Community Want to get involved? This show is designed for you, and we’d love your input. Enjoyed what you heard today? Please leave a rating and a review. It really helps, and we read every single one. Got an Agile subject you’d like us to discuss or a question that needs an answer? Share your thoughts with us at podcast@mountaingoatsoftware.com This episode’s presenters are: Scott Dunn is a Certified Enterprise Coach and Scrum Trainer with over 20 years of experience coaching and training companies like NASA, EMC/Dell Technologies, Yahoo!, Technicolor, and eBay to transition to an agile approach using Scrum. Casey Sinnema is a self-described utility player who’s built a career by asking great questions, poking holes in broken systems, and leading meaningful change across teams—without ever needing the official title to do it. With a background in accounting and a talent for cross-functional problem solving, she brings curiosity, empathy, and real-world savvy to every challenge she tackles. Auto-generated Transcript: Scott Dunn (00:01) Well, welcome everyone to another episode of the Agile Mentors Podcast. I am your takeover, not your normal host, of Brian Miller, who's done a smash up job over a hundred plus episodes if you haven't checked those out. But part of the podcast takeover was not only a fresh voice, but also perspective and a lot of what I typically focus on for the people who know me. On leadership and culture and leading change. And I thought of no one better that I'd rather talk to about some of this. Casey Sinnema and I'll give you a little bit of introduction about who she is, what she does. Maybe also I think it'd be fascinating Casey on how you yourself in the role that you have. I think it's kind of a cool role, at least on paper. You can flesh that out a little bit more but I'll hand off to you. Tell us a little about yourself. Casey (00:46) Yeah, hey, thanks for having me. Yeah, so I currently am most often referred to as a utility player. And I'm still trying to figure out my elevator speech for how I talk about what I do because my role, my title is manager, which doesn't say much, right? And I actually don't do a function, but the easiest way to talk about it is I'm a project manager of sorts. I'm involved in a wide variety of projects from a varying level of involvement, from leading the project to leading the change to being a key stakeholder to just being the voice to leaders or executives or that type of thing. So yeah, I am a little bit of everything. And I got here on accident. I have... Scott Dunn (01:32) I was... Casey (01:34) You know, way back in the day when I was, you know, doing the like, what am I going to do for the rest of my life? I'm like, I just want a marketable skill. So I have a business degree and I went into accounting and I quickly became the troubleshooter. So I would go into a company, troubleshoot, fix the process, fix something broken, and then find myself in another company doing the same thing. And, so throughout my career, I've just sort of built this unique set of skills that allow me to poke holes in processes. and help companies fix them and then kind of find the next thing. So that's just kind of how I wound up here. I've been at my current company for almost a decade, which is going to be a record for me. And, but I'm still doing the same thing. I'm moving around the company and finding new places to, you know, rock the boat a little bit. Scott Dunn (02:20) Cool. Very cool. Yeah. It does sound like you have a number of things on your place to where that makes kind of expand on that a little bit and where you comfortably share those stories as we go through some of this because there's a lot, there's a lot more underneath based on what Casey shared before. And I love it that you found yourself like a happy accident and I guess have enough challenges and learning and growth there as long as they move you around that you're, you know, you need to be working on that are meaningful. things to be working on. Casey (02:51) Yeah, absolutely. That's the biggest thing, right? Is to like find work that you find valuable and that has an impact on the people around you, which is, know, squarely aligned with my values. Scott Dunn (03:01) Well, you touched on one thing that I know a number of other people could relate to and I could too as well as the kind of troubleshoots process can just easily see that things aren't working at a larger view. Some of that. maybe add on a little bit. What is it like about your role? For those who are kind of thinking they're in quasi space, they can hear you talk about that role and like, hey, that sounds like me too. What are the points of that different projects, different things you're involved with that that's what really lights you up? Casey (03:27) Yeah, I, it's so interesting because a lot of us find that the things that we're good at are the things that, you know, give us energy and that motivate us, right? I happen to be uniquely skilled at poking holes in things, including in my own life. So it works in my personal life as well. I could just sort of see things from different perspectives and find the gaps. And so it just sort of on accident. I think what's interesting is Scott Dunn (03:43) You Hmm. Casey (03:53) throughout my career and throughout my life, the biggest challenge has been to hone that skill for good, right? To lead with kindness and to manage my expectations along with the expectations of the world around me and troubleshoot the things or poke holes in things that need holes poked in instead of like everything. You know what mean? Scott Dunn (04:15) I love that. Two things that I want to, I guess, add on a little bit more there. One, you mentioned something and the other thing is I think you might just put out there like, same thing from different perspectives. I imagine for the people, we've all been around folks who just they only think their way. And you're just kind of reflecting on that. But Keith, it sounds like you can go into a meeting and you can hear three different state views and you can genuinely understand from their perspective why that's important to them or why that's a problem to them, right? If I'm hearing you. Casey (04:42) Yeah, absolutely. That's really key in all of the different types of projects that I've played a part in, right? Like hearing things from different people's perspectives and really understanding what they're looking to get, what they need and what's in it for them and being able to connect those things across stakeholders. Scott Dunn (04:59) Yeah, that's powerful. Yeah, but looking for commonality, alignment, et cetera. I do think there's a specialness, and we've talked about it a bit, like in the facilitation class, that looking for those folks having common and generating alignment is a unique gift that we just don't see a lot in corporate people kind of lobby for what they want. And actually, it's, it would be an afterthought to think about other people's perspectives and yet who draws different areas of the company together who are to get some new about the door or whatever like that. So you're kind of touching on that, which I think is really powerful. Is there anything that you see as like a go-to mindset that you bring in those situations or go to like tools that you're kind of using, whether that's things you're doing in writing down or in mural or even just how where your head is at when you walk into some of those meetings where you feel they have different perspectives and on the same page, you're supposed to walk out of that session on the same page. Casey (05:51) Yeah, the first one is to sort of leave my ego at the door, right? What I think is the right thing can't come in the door with me, right? Like I, of course I'm influencing, right? Where I feel like it matters. But it's not, I'm probably not the decision maker and the people that are not on the same page, when they need to get aligned, they need to be able to get there on their own. So what I think is the right way, I got to leave it at the door. So that's my number one thing. Scott Dunn (05:57) heheheheh. Casey (06:18) And then the next thing I do is just really stay curious, ask lots of questions, actively listen, model that active listening behavior so that everybody else is also actively listening. That's a big thing. And really just sort of helping people find a common language, I think, is really important. So I do a lot of restating what I'm hearing so that other people can maybe hear it from a different set of words and connect it. Scott Dunn (06:29) Hahaha Casey (06:42) more readily to the way that they're thinking about the topic. Scott Dunn (06:45) Yeah, you say these as if they're like, I mean those are short little pithy statements, but boy, powerful. I think it reflects an attitude beginning with what he said as the ego is like, we might know a whole lot, we gotta leave that at the door. Just at work, awesome. Here and you say something, I'm making notes like this would be good in life too, right? In personal life and relationships, stay curious, active. Don't assume that the way you see it is reality, right? So, I think that's super. The other thing you mentioned though was about Go ahead. Casey (07:17) I will say I'm better at it at my job than in my personal life because, Scott Dunn (07:23) Of course, I think, yeah, for everyone listening, they're like, me too. Why can't I do this? I can tell some stories. So the other one, though, you should just poke holes as if like, it's this little thing we're doing. But there might be something inside. I think I might be able to relate that is driving perhaps towards this isn't running as well as it could, or this isn't running. I think we know that, or this could be better. Something inside you that that you feel is churning, that you're seeing holes no matter what that is, if it's a small process, large process, a team, multiple teams. Tell me a little bit more about what does that mean to you when you say poke holes in things? What's running through your mind? Casey (08:01) Yeah, it's complex, right? Because sometimes it's really easy. This is broken. you know, right? Or there's a bottleneck, something that's really like you can, it's data driven, you can see in the data where something is not working well, that those are the easy ones, right? And you can just start asking sort of the five whys or the finding the root cause of what's happening there. Scott Dunn (08:06) Those are the easy ones, yes. Casey (08:26) But in the case where there's friction or there appears to be barriers or there's just this. any kind of challenge or even when there's not a challenge, quite frankly, I have this unique ability to like listen across people and across like data and technology. That's a weird thing to say is listen across technology, but I sort of just find where things are misconnected or disconnected and start to ask questions there. And so I can find something that maybe isn't working as well as it should without anybody else noticing which. Scott Dunn (08:35) Yeah. Casey (08:59) I've learned I need to be careful with. Scott Dunn (09:01) That's great. So at least the next question was any hard lessons, anything so you could do a redo on that one that you could pass on so someone else doesn't have to learn the hard way from Casey's experience. Casey (09:11) Ha yeah. Everything I learned, I learned the hard way. So if you feel like that's what you're doing, you're not alone. Yeah, the thing that I have learned probably the most often, and I will learn it several more times in my career, I'm sure, is when I think I have found something, go make sure it's true before you start to really socialize it. So like, I'm going to go ask the question of the expert. Scott Dunn (09:20) Ha Whoa. Casey (09:42) before I bring it up because maybe I'm not seeing it from all of the right angles or maybe I don't understand exactly what it's doing or quite frankly maybe I'm missing some context. And so really talking and building relationships with people who are experts on the topic or in the field is really kind of where I start. Scott Dunn (10:00) was great, great period. the number of times we miss out on relationships, especially in that one, really key. Casey (10:00) And. Yeah. Scott Dunn (10:08) I think I'd add to that though. sometimes I'll phrase it as rather wait to be sure than lose capital because if I go out saying things that aren't true. So sometimes we'll jump in on the outing side and they'll be like, why haven't you gotten yet? And I'll be clear, like, I'd rather wait and be sure than hurry and be wrong. And then we got to that mess before we get back to the work we're supposed to be doing. And sometimes it's a while to pick that up, depending on who got affected by We'll put out there sometimes innocuously, we thought, well, here's the numbers results. And someone's like, that's actually not correct. But now everyone knows we have now we have a PR problem, something like that. So I'm not alone in that. I've been there. That's a tough one. But also on the coin, though, what would you point to as wins if you look back like that's talking about? That's why this is important. That's what you feel good about. Casey (10:54) Yes, absolutely. Yeah, I think from a win perspective, the, a really good example, I'm going to go way back in the day. I had a, a chance to work, in a motorcycle dealership and we had huge, was, you know, weird economic times, right? And so there's weird financial things happening in this, you know, motorcycle dealership company and, and, everybody's just trying to stay afloat and You find the like the friction between either the mechanic shop and the, the sales shop. And when you find those and you can solve those problems and make the experience smooth for the, for the client, right. For the customer and make that like walk in the door experience consistent and smooth. This in this case was just people, right? It wasn't even technology. wasn't really a process. It was just people. And the biggest wins are when like. the people start to notice. And then what happens is everybody's life gets better and everybody has more fun doing whatever it is that they're doing. And it just changes the vibe. Scott Dunn (12:08) I love that. I love that. I do believe very much like the work that we could be doing here. People enjoy their work more people enjoy coming to work. doesn't have to be a place that people don't want to be in or watching the class. I love you touching on that's great. Casey (12:21) Yeah, there's a balance there, right? Like, because they call it work for a reason. It's a job. We don't love everything that we do all of the time. But, you know, are we doing the things that we can do to make life good for ourselves and for others? Scott Dunn (12:33) Yes, so nice segue because what I feel like I've learned later in my career, we'll just phrase it that way, that the importance of self-care, taking care of ourselves so that we have the energy and attitude to keep doing work that we're doing, especially if you're a leading changer, in some ways you're a change artist trying to bring that about, change agent, it can be taxing. So are there things along the way that are either You just know a good way that you take care of yourself could be learning, could be space, could be the road you carry, or that you actually do to protect yourself and that work-life balance emotionally, mentally. you aren't kind of aware of, what does it look like to do good self-care and help make sure you're taking care of yourself to deliver good value in the workplace. Share what that means to you and maybe some of the things that you do. Casey (13:21) Yeah, it's so important, right? Like I am also not in the early stages of my career and still learning how to take care of myself and protect myself and, you know, build good boundaries, right? I, yes, yes. So I have good personal routines, right? Like I do yoga, I meditate. I'm a big fan of podcasts and. Scott Dunn (13:31) Hahaha Right. Boundaries is a good word, yes. Casey (13:46) I'm a learner, so I'm always learning. Maybe there's a boundary there too, like how much can you self-improve before it becomes, I don't know, toxic? But when it comes to boundaries, really it's, I start with the relationships, right? Like at work, making sure that my expectations are clear and that of my leadership chain is clear no matter what job I'm in. Scott Dunn (13:47) Hmm. you Casey (14:11) and setting boundaries that are clearly expressed so that I can protect myself and my personal life and that balance, and I can deliver the way that I'm expected to deliver. And that just makes life easier for me. Scott Dunn (14:23) Super, super, super, super. I'm thinking there's a lot of people. I it's a ways back. We cover accommodative and assertive, you know, as far as power styles and the cowl. And what's been fascinating for all these years, most people are all on the accommodative side. When I hear you say something like, hey, the expectations clear or use the word bad, that sounds like someone who has a balance of, no, I'm there for people, but I don't overextend myself to where I no good. Casey (14:23) Thank Scott Dunn (14:50) I burned something like that. So I think that's really great for everyone to hear. It hurt to define the relationship with make sure your expectations are clear for me. And then sometimes, you know, there's someone else that could take that on or might play this role, etc. But sometimes we're so helpful that we overload ourselves and actually don't do good job. We do, you know, average job on a lot of things instead of a job on a few and they could have found maybe someone else. think that's awesome. You said podcasts, there other ways, is that your way of learning? there other things that you, as far as what, for the learning side? Casey (15:26) Yeah, so books are my go-to. I'm somebody who does a lot of highlighting and note taking and flagging in books, because I'm always going back to them. And I love to learn things that are sort of outside of my lane, if you will. It's kind of how I got involved in Agile. I have a business degree in finance, and Agile doesn't really play into that until it does, right? And so I started to like, I'm curious about that, or I'm curious about Six Sigma or those types of things. And so I just sort of go find them and take the nuggets that apply directly to me and put the other ones on the shelf for like when it does apply to me, if you know what I mean. Um, so I just, I'm a learner, so I'm always looking to, to, to learn new things. I'll be frank, podcasts for me, I'm not learning things. I'm entertaining myself. Scott Dunn (16:20) I try, I try to really be focused to get, I like listening, but yeah, the actually applying is not as much. I'm definitely same about I'm a higher. Someone said the difference in studying is the pin. So I'm always like, unless I'm marking it up, am I really digging into this book or, or Kendall? So I'm to hear I'm not alone on that one. So I want to shift a little bit because some of what we've done is leading change. think the conversation we had were around. Casey (16:38) Absolutely. Scott Dunn (16:45) So moving around from just you to the broader culture, how would you describe what a great culture like or feels like? Maybe some of us haven't even been in a great company so they don't know. They can't picture, imagine what that could be like. And you've been to a number of places with different roles. What's good culture, great culture look like in your opinion? Casey (17:06) Yeah, I think that it's gotta be a cliche out there. I'm pretty sure I've seen it on a meme, but good culture is defined by how you feel on Sunday night, right? Like if you're not dreading going into work on Monday, right? Like you probably are in a culture that's a good fit for you because I think culture doesn't have a one size fits all perspective. Like big companies, small companies, different types of work, different groups of people. sort of lend themselves to different kinds of culture. I've been in companies where the culture is great for me and everybody else is miserable. And companies where the culture is great for everybody else and I'm just not a good fit. So I think that in general, good culture is... I talk about it in this like self-awareness perspective. If the culture itself is a little bit self-aware, then it is what they say it is. So if you say your culture is one thing and everybody agrees, including the culture, including the behaviors of what's expected in the environment, if all of those things are aligned, the culture is probably good, even if there are people who aren't good fits for it. I don't know if that answers your question. That's my perspective. Scott Dunn (18:03) Hehehehe That's great. Oh, it's it's better. That one's a good wrap up now. Like that really to me, it's a bit of a mic drop because it's so good. It's simple. But you're right. How you feel on Sunday night? A ton about what's happening with you and the job you have and what's happening around you. Absolutely. And that different like sometimes it is just a fit because a lot of people can be excited about it, but you're bothered by it or might rub you wrong. And I know we've gone through the values in the class as well. I've been at companies where we're absolutely about get stuff done and that's fine. But it's kind of a burnout. I love the very collaborative, but sometimes I'm like, man, I want to get stuff done. I'm getting frustrated that we're like, we really connect and talk a lot. I don't see stuff happening. So you're right. Obviously, you know, some people are sensitive to that. And that last piece about like the behavior. it should be considered. And I do sometimes see like leadership will say something or there'll be things on the walls. But you look around like, yeah, I don't actually think anyone's actually behaving that way. It's like an aspirational vibe about what they want to be, but they're not really doing it. So I think all those lenses are giving are right. And they're simple. Someone can look around and just see what you're saying. And then you make their own calculations of that. Some of the good. Some of that's a bit too. Casey (19:26) Yeah, absolutely. Absolutely. Scott Dunn (19:32) In the sense like either either change it for the better or You know what I mean? Like I don't want to be the person that's been there seven like this place is terrible What are you doing? What why have you been here 17 years hating it? I don't Casey (19:32) you Yeah, it's really important that we're honest with ourselves as much as our companies are honest with us, right? Like, what do I need from my job? What do I need from my career? And am I at a place that can support that? Scott Dunn (19:45) Good. Yes. Yeah, and and i'll serious in this case. I think there is some point where people I hear them And i'll just straight up. I don't think leadership has any intention to changing in the way you're describing Right. So in the end like so what would you like to do? And it's not even like it's a bad thing really. It's just like that's like It's a bit when you said that part some people are so passionate they forget like Yeah, and you're wrong like you could be wanting this coming to change in a way. It's not who they are or what they're about or you're Found by 80 people who are actually quite good with the way things The fact that you're so passionate doesn't mean you're right. It might just mean this is not a good fit. So don't stay here trying to change everything, which probably wouldn't work anyways if that's, you know, they're comfortable with what are. It's almost like in self-preservation, just say, I just need to exercise my agency and there's not a good guy. What's that song? There Ain't No Good Guy, There Ain't No Bad Guy. It's me and you and we just disagree. You move on to another and they'll be happier somewhere else is what I would think. So I think that's a good perspective. People can get past space about, you know, and agile and all that and then rail against something that's an immovable in some organizations. Casey (21:08) Yeah, being aware of the things that you can control, the things that you can't control, is really the crux of your own sanity, if you will. Scott Dunn (21:16) Yeah, it's a good way of saying it, Yeah, and you can control a lot of that. You can influence it. can influence it. Let me follow up on that because clearly, in my opinion, seems like you've that about bringing about change when you don't necessarily have authority. You can't dictate to some of these folks. What do you think is a key aspect of being successful around influence or people who... I get asked this all the time, how do we influence, how do we manage up, et cetera. What would you prefer as your thoughts on that about influencing others? Casey (21:50) Yeah, I actually listened to a podcast recently about leading without influence. one of the key comments, I guess I am also learning through podcasts, I guess. But one of the comments in the podcast was there are people who lead with a hammer, people who lead with influence. And I kind of love that because I haven't been a people leader in more than a decade. Scott Dunn (21:55) There you go. So they are some good. Casey (22:13) which means I don't have any authority, right? I lead all of my influence. All of my leadership is through influence. And the way that I approach that is I start with. It's a, it's a gooey word, but empathy, understanding the people that I'm talking to and working with and understanding what they need and what their challenges are, and then meeting them where they are. Right. The easiest way to gain influence with. Most people, is to build trust and to build trust, need to build relationships. And so I would say 90 % of my influence comes first from relationships. And probably the other 10 % comes from my ability to stand up and say, I was wrong when I did something wrong or when my perspective was incorrect and when I behaved outside my values, like just owning it up when I'm like, Scott Dunn (22:59) Wow. Casey (23:04) Yeah, I was having a bad day. I apologize. There's a lot of trust that comes from that kind of vulnerability. Scott Dunn (23:11) Yeah, which is not easy to do not easy to do But I've been in meetings where I like I know it like I don't play this year But I like things so in some ways people look at influence about how we phrase things or how we present but you're just saying like look happy build a real relationship Have some humility if you're willing to say we're wrong. So people know you'll also that when you're wrong or made of your core element of strength or something like that. think that's a real nice, everyone, if you think about that, that's not out of any of us to say, you know what, I'm going to try to be more honest and authentic and have some empathy and try to listen. Casey (23:45) Absolutely. It also helps to be able to connect the dots across different people and what they need and the strategy of whatever project you're working on so that you can connect the change to something that is it like what's in it for me, right? So what's in it for the people that you're talking to and being able to connect those things. So it's not just relationships and empathy, right? That's the soft stuff. It's that ability to really critically think about what it is you're driving change for. Scott Dunn (24:08) Mm-hmm. Casey (24:12) and connecting it to how each of these different stakeholders can benefit. Scott Dunn (24:18) Yeah, the part about connecting the dots and this is one thing if I'm ever in a meeting and I feel like I'm not getting it I actually will pause into my head. I'm thinking What is this person's concerns? And if I can't if I can't clear that I'd probably need to ask more questions but for any of us in those meetings just kind of go around through those stakeholders the people sitting around the desk or on the zoom and quick like in a sentence or two what what would be important to them? What are they? What's the win or what's the pain? But if you don't feel like you can articulate, then the good thing is you have to see that asking questions around that is never a problem because they're actually share because you're basically asking them about yourself. Tell me what's important to you. And they would like to share that. And it doesn't hurt to double check that. So I love what you're saying about connected dots. It won't be necessary that they're saying what you're listening and watching. I also watch what they react to. So something might jump out that would be outside of their say their role. but it's about people and there's an aspect that they really do care about how their people feel, not just the, this process is important in terms of our strategy and the technology we're using, but it might come out like, well, all their people would be really excited to put their hands on that new technology too. But they're not gonna say that because that sounds like that's a weak reason to be for a project, but you know it's important to them because they lead those people or that person. So I like what you're saying, connect the dots, think about those perspectives, because the empathy is gonna help them to connect in the dots, right? more is emotional than the logic of that stuff. So think that's great. Really, really great. On this, I believe you're remote, correct? Partially? Okay. ⁓ fully. Okay. Let's talk about that small. It hasn't come up in the last five years, but let's talk remote. So from your experience, it's always a big topic to me. I do care about this. I think we deal with a lot, every company, because some people at least that are remote, or certainly partial remote, Casey (25:45) I am. Fully. Scott Dunn (26:05) What's your thoughts on what to be worried about and what to make that successful? you're seeing more and more almost like these two sides of the aisle, maybe some aspect of demanding people come back. And yet you have a whole generation who can't buy a house. So I'm figuring out where's the balance of remote work. So yeah, your thoughts on remote work, how to make it successful scene. Casey (26:27) Yeah, I mean, I have two different ways I could approach this, right? I have the personal thing that what works for me part, right? But as somebody who is often having these conversations with people who are in various buckets of people who are, know, partially remote, fully remote, fully in the office, that kind of a thing, I find that what I think is less relevant every single day. I for sure feel I have a lot of privilege. Scott Dunn (26:33) Mm-hmm. Casey (26:50) being fully remote. Like that's really cool because it's good for me. I'm at a spot in my career where it makes sense. I'm good at building relationships in lots of different kinds of ways, including through, you know, zoom meetings and that type of thing. But I don't think that there's a right answer. I think that the each company and each team and each group of people need to find what works best for them. and make that happen. I see real benefit to being together, especially when you're early in your career or when you're doing something that you need a whiteboard. I mean, I'm pretty good at Mural. I'm pretty good at using the whiteboard in the Zoom meeting, but there's no replacement for standing at a whiteboard with a bunch of stickies and flowing out process. So I just don't... Scott Dunn (27:33) That's so true. You're so right. Casey (27:40) I don't know that there's a right answer. And I think that different size companies have different complexity of making that decision. And it sort of goes back to that comment we were making before. Like, if it isn't a good fit for you, find something that is. You know, I don't know. That's my thought. That's my thought. Scott Dunn (28:00) Yeah, true. Makes sense. For the folks that are managing or leading these remote work, are things that they do to make that go better in their context. Casey (28:12) Absolutely. are ways to, especially if you have hybrid, it even gets more complex, right? All virtual is the easiest way of virtual, right? Because then everybody's always virtual and you're always on Zoom and you're always on Slack and whatever. That's for sure the easiest way to manage teams that are virtual. When you have that hybrid space, you've got that opportunity to be in a conference room or in a huddle group or in the cafeteria. and on Zoom meetings, and it gets kind of funky, right? Because sometimes you can't hear, or you have those water cooler conversations. The key really is to have what I found is a good working agreement, right? Like, what types of communication are we going to have? How are we going to do that? What happens when we had a really great conversation in the break room? How do we communicate that to the rest of the team who wasn't there? And really just sort of build team trust through a good quality executed working agreement. And sometimes that takes a little bit more effort from the leader or even from every individual, right? But that's part of that culture, right? Scott Dunn (29:16) Right. I think the folks you make me think that's personally in a meeting and it's good that I try to get the groups together in these different locations as they're talking. I can't tell. I talking. I don't know these. I don't know them all that well. So I can't I can't tell by voice yet. If these are different groups are working with each other. The thing is, look, that person's kind of off camera or either they're on camera. They're so far back. Is that is their mouth moving? Is there a delay? I can't tell. So that sets the connection. I'm surprised for me as a more of a relator, how much it becomes a problem like nothing beats in person. So at least get that regularly. get in person. There was another client that saying that very same thing. Like they love it when we all get back together. And so they kind of have their cadence of pulling the whole group better. Could be like you're off site, could be all hands could be, but I think those opportunities to keep connection. I do like remote. I do think you have a good point about depending on the maturity of the career. Some people just know like I know I got to take care of these biopsy that they've noticed other XYZ. So they do too. So if they're new in their career, they may not even catch that I should be probably working. what is this at home on the zoom and in their PJs or something like that. I think it's a good point. Look at those and also the work. The fact that you would take that to the team and say, what do you all think is very empowering. You have an open conversation around what they all think and definitely there's a assumptions that people are making about what it should be, et cetera, but they those explicit and they kind of carry that around with them a little. Right. So that's a yeah, really nice nugget on that. That's everyone for sure. So last thing I'm to add a little bit on the back on leading change. So in this case, it could be remote, could be these other projects that we'll try to adapt. I think you'd say this earlier about there's no company that's not going through this crazy time of change right now. When it comes to change, have you seen something that's helpful, especially if it's a more significant change, you gave some good fundamentals around influence and trust and relationship, empathy, et cetera. Are there other aspects on how that change is rolled out or a process change or the groups that are leading the change that you've seen be like more systemically just successful aside that people might change, but the way we handle change is done this way. That you think there's a tip or two out there that would help out. They're trying to kick off, you know, a new way of working. We're trying to refresh remote policies or how they work, Because a lot of people in the middle of change. Have you seen overarching themes about how this lead that you found have been more successful? Casey (31:57) Yeah, think, gosh, it's the hardest thing, right? Like figuring out a way to roll out change across teams is the most challenging thing that I've ever done. And I've been doing it for a long time. And I'm always learning new ways and new ways not to do things and all that jazz, right? I have this little nugget that I got from a mentor. Scott Dunn (32:11) Hahaha, yeah. Casey (32:24) 20 years ago almost, and he's a motorcycle rider. And when you ride a motorcycle, the thing that you do to go on a corner is to turn your head, right? Turn your head to get to where you're going. And the non-motorcycle sort of connection to that is the what's my plan. And so really understanding what the plan is so that you can very clearly articulate what it is you're doing at each phase of the change. If you're prepping people for change, what's the plan? If you're starting to design a project, what's the plan? And just get really clear with where you're going, what the expectations are, what each individual person's role is, and be explicit about it because we're all dealing with a lot of things coming at us all the time. And if you're leading with kindness and you're saying, okay, your part of this is to simply accept the change. That's not condescending, that's empowering. That tells that person that like, this decision has been made, I gotta get myself there, and this person's here to help me get there. And so just being really clear about it, that's the biggest thing for me that I've seen that is successful. It's hard to do though, because that's a lot of people and a lot of Scott Dunn (33:36) Yeah. Well, yes, that's why it makes it so surprising. Number of times a company has to bring in outside help to get the change because it's not a capability or muscle they really have about how to change ourselves. Right. We execute against what we build or do here really well for help. But but that idea of getting outside the box and thinking different how we can improve, like you said, poke holes and so that's why I like it that there's someone When a company sees someone with your skill set and the way that you're wired and leverages it to say like, we kind of informally have this person like really helping things about because it's commonly not a muscle that they really have. Sometimes they have the awareness they don't, but sometimes they don't the long, really large change initiatives that take a long time and either never really get off the ground or never really where they should have gone or before they kind of just either die on the vine or we just call it, you know, just call it good. They don't draw in. It gets a group above everyone trying to lay change on top of folks instead of incorporate everyone into change and then go through it together. Learning together with someone like you that can connect the dots, connect with people, can bring that about. And think in a way it's really powerful and effective. Yeah, I was going to tease you. don't know if you have anything on that. But you mentioned books, you mentioned podcasts. Do have any favorites that you just would throw out? Classic go to book, current read, current podcast. Casey (35:01) My favorite all time book is a book called Wolf Pack by Abby Wambach. She's a soccer player, she's fantastic, and it's a book about leadership. It's like 70 pages long. It has a set of like four rules. And yeah, it's written from a like, you know, girl power, woman empowerment, leadership empowerment kind of thing, but it's universally adaptable to life, to it doesn't matter what your gender might be. what your job might be, Wolfpack. I can't recommend it enough. And then most recently, I read the let them theory and it's life changing. It's not a new topic, right? It's not a new concept. Of course you should control the things that you should stress about the things that you can control and let the things you can't control go, right? There's lots of different places that that comes up, but Mel Robbins just did a great job, like putting it into stories that you could like directly apply it to your life, or at least for me anyway. And I find myself quoting that book to myself pretty regularly. Yeah. Scott Dunn (36:03) That's a good sign. That's a really good sign. I find myself too. That's I literally will go through something. I start to realize like you've mentioned this book or this thing like three times now in the last few weeks. Like, OK, that's obviously significant. You didn't miss a time. you make another really good point. I really say like at the meta level in some ways, when it impacts you personally and you connect to it personally, it's going to be helpful and relevant in the work you do because you're going to be sharing the expression of who you are. And I say that because some people will go like, here's this top leadership book this year. I'm to read this well-known. And sometimes I'll struggle to just like really pick the book. Even if it is good content, I don't connect to it. I'm not sharing with others. It's not part. It doesn't become a home and gets spread. So I love what you're saying. Casey (36:48) completely agree with that. read, I spent a lot of time last year reading a book called Mind Your Mindset. I don't know if you've read that one. But in theory, it's great. But it's so business focused that like I didn't personally relate to it. And so I had to go find some other book that was less business structured to, to like, bolster that topic. All the words were the same. It's just the storyline really, really changes it for me. So telling stories, right, is the most important thing of how we connect. to the world. Scott Dunn (37:20) Yes, yes, yes. And I believe in that. That's how we're just wired. brains are wired. Story really sticks. And you're making me think like, yeah, those books I recommend the most are more not have a lot of stories, even if it's less directly tied to the work I do. Maybe it's not even technology. It's not even maybe it's not even around business, but it's got stories they do and stick and connect. I love that. So I'll check that out. I have not read Will Peck. I think I've seen it, but now that I know it, pages I'm also enticed to on that. I can get through it. Casey (37:52) It's one hour of your time max. Scott Dunn (37:53) us. If I can't do that over breakfast, then what's going on? Awesome. I appreciate that. This has been great. I think there's a lot of nuggets for folks that are listening. I wouldn't be surprised, by the way, that this could get chopped up into part one, part two. I think we like them. But this is great because I think it's a great part one, part two, given how we kind of split the conversations. And I love the personal aspect on that as well. So thank Thank Casey for the time. It's been wonderful. think I really look forward to people's feedback on this and a lot of takeaways, a lot of that can be, they can try out some of these things very next week in terms of how they show up and who they are and what they're about. There's just a whole lot of good pieces of this that I think are readily possible for so many people. So I really, really appreciate that too as well. I'm on automatic sites. love them. The Builder Backs, they can do something right away with that. And you gave them a lot of Thank you for that. Thank you for your time. I know you have a lot on your plate. for us, but you appreciate it. Hope to see you soon. Thanks Casey. Casey (38:54) Yeah, thanks for having me. Thank you. Scott Dunn (38:57) Woo!

Follow Dan on LinkedIn at linkedin.com/in/cotterdanFollow Pat on LinkedIn athttps://www.linkedin.com/in/donald-patrick-eckler-610290824/ Predictions Sure Go Wrong: Allianz: Affirm Davis: Affirm Scifo: ReverseIN App can be found here:https://mycourts.in.gov/arguments/default.aspx?&id=2996&view=detail&yr=&when=&page=1&court=app&search=&direction=%20ASC&future=False&sort=&judge=&county=&admin=False&pageSize=20IL APP:https://www.illinoiscourts.gov/courts/appellate-court/oral-argument-audio/

What is our TRUE identity? What does the word “helper” mean in the Bible? How do we live out our distinct calling? What does it mean to be a technicolor woman and go from living in black and white to FULL COLOR? Jesus spoke right to me through this conversation with author, speaker, mom, and wife to Luke Smallbone, part of the Grammy-winning duo For King + County., Courtney Smallbone!  She also shares her testimony that she says she's not yet been asked before! And she exhorts us with a powerful encouragement to go all in on Jesus ASAP.  Get Courtney's Book: https://amzn.to/4iPPG9o  Learn more about your ad choices. Visit megaphone.fm/adchoices

What does it look like to lead a 300-person software org inside a 1,000-person company—and still stay focused on people first? Brendan Wovchko shares what he's learned about leadership, agility, and building a culture that actually works. Overview Brendan Wovchko, CTO at Ramsey Solutions, joins Scott Dunn to talk about what it really takes to lead Agile teams inside a large, fast-moving organization. From developing leadership habits to navigating team dynamics and staying grounded in purpose, this conversation is full of thoughtful takeaways for anyone working at the intersection of people, process, and product. References and resources mentioned in the show: Brendan Wovchko Ramsey Solutions #80: From Struggling to Success: Reviving Agile Teams with Mike Cohn #143: What Still Makes Teams Work (and Win) with Jim York What Is a High-Performing Agile Team? by Mike Cohn Four Quick Ways to Gain or Assess Team Consensus by Mike Cohn Elements of Agile Assessment Join the Agile Mentors Community Subscribe to the Agile Mentors Podcast Want to get involved? This show is designed for you, and we’d love your input. Enjoyed what you heard today? Please leave a rating and a review. It really helps, and we read every single one. Got an Agile subject you’d like us to discuss or a question that needs an answer? Share your thoughts with us at podcast@mountaingoatsoftware.com This episode’s presenters are: Scott Dunn is a Certified Enterprise Coach and Scrum Trainer with over 20 years of experience coaching and training companies like NASA, EMC/Dell Technologies, Yahoo!, Technicolor, and eBay to transition to an agile approach using Scrum. Brendan Wovchko is the CTO of Ramsey Solutions and a lifelong student of what it takes to build great software, lead great people, and scale both with purpose. With roots in engineering and startups, he brings decades of hands-on experience in product, leadership, and agile culture—plus a knack for turning big ideas into results that matter.

"Vous avez quoi entre les mains ?" "De l'or !"Et ça, les trois milliardaires les plus en vogue l'ont bien compris.Xavier Niel (Free), Rodolphe Saadé (CMA-CGM) et Eric Schmidt (Google) ont financé à hauteur de 300 millions d'euros le laboratoire de recherche ouverte (open source) à but non lucratif dirigé par Patrick Perez, chercheur en IA appliquée.Patrick est à la tête de Kyutai, fondé en 2023, qui est déjà l'un des leaders français en IA, avec plusieurs outils disponibles : Moshi, leur IA vocale conversationnelle ; Hibiki, pour la traduction en live ; et MoshiVis, pour l'analyse d'images.Au programme de cet épisode : taxis autonomes, erreurs inhérentes à l'IA, entraînement des modèles par les humains, problème des contenus synthétiques… et là où l'IA est la plus lucrative.Avant de fonder Kuytai, Patrick a navigué entre recherche académique et industrie. Il a dirigé la stratégie IA chez Valeo, travaillé sur le traitement d'images chez Technicolor, et il a aussi mené des travaux chez Microsoft et à l'INRIA, deux références en innovation technologique.Ce parcours lui permet aujourd'hui de s'attaquer à l'un des sujets les plus prometteurs du moment : la multimodalité en IA — une approche qui combine texte, image et audio pour créer des outils plus puissants et plus intuitifs.Et bonne nouvelle, c'est la nouvelle vague de recherche qui sera à l'origine des prochaines grandes percées dans le domaine.Cet épisode est un point d'étape pour vraiment comprendre où en est la recherche en IA et comment se positionne la France.Entre fantasmes et réalités, Patrick explique comment fonctionne l'IA et comment elle capte peu à peu les signaux du monde réel — et pourquoi c'est une révolution.TIMELINE:00:00:00 : La beauté des mathématiques appliquées rendue accessible grâce à l'IA00:11:17 : Vers une IA vraiment multimodale : comprendre sans passer par le texte00:21:20 : Donner des yeux et des oreilles à l'IA00:30:17 : La rencontre entre IA et robotique : des robotaxis à Paris ?00:48:09 : Les prochaines avancées de l'IA vont TOUT changer00:55:20 : GPT se trompe encore… et c'est une bonne chose !01:00:51 : Quand la machine devient professeur pour d'autres machines01:08:33 : L'intervention des humains dans l'entraînement des IAs est encore nécessaire01:21:33 : Le problème des contenus synthétiques qui ne se présentent pas comme tels01:34:07 : Deviendrons-nous débiles en déléguant trop à l'IA ?01:42:40 : Là où l'IA est la plus lucrative01:53:09 : Convaincre des géants : Xavier Niel, Rodolphe Saadé, Eric Schmidt02:07:36 : L'IA pour coder : où en est-on ?02:15:59 : Ce qu'on peut faire avec l'IA et le coût des GPULes anciens épisodes de GDIY mentionnés : #450 - Karim Beguir - InstaDeep - L'IA Générale ? C'est pour 2025#397 - Yann Le Cun - Chief AI Scientist chez Meta - L'Intelligence Artificielle Générale ne viendra pas de Chat GPT#267 - Andréa Bensaïd - Eskimoz - Refuser 30 millions pour viser le milliard#418 - Clément Delangue - Hugging Face - 4,5 milliards de valo avec un produit gratuit à 99%#414 - Florian Douetteau - Dataiku - La prochaine grande vague de l'IA : l'adopter ou périr ?Nous avons parlé de :KYUTAIMoshi (l'IA de Kyuntai)Inria : Institut national de recherche en sciences et technologies du numériqueStéphane MallardTest des taxis autonomes Weymo : vidéo InstaDocumentaire aux USHibiki (outil de traduction)Allen Institute for Artificial IntelligenceVous pouvez contacter Patrick sur Linkedin et sur Bluesky.Vous souhaitez sponsoriser Génération Do It Yourself ou nous proposer un partenariat ?Contactez mon label Orso Media via ce formulaire.Distribué par Audiomeans. Visitez audiomeans.fr/politique-de-confidentialite pour plus d'informations.

How do you grow a remote-first team from 30 to over 100 while still being voted a "great place to work"? Ginger Boyll says it’s part Agile mindset, part trust, and part Dungeons & Dragons—and we’re not arguing. Overview In this episode of the Agile Mentors Podcast, guest host Scott Dunn sits down with Ginger Boyll, Director of Client Experience at Stable Kernel, for a refreshingly candid conversation about leadership, collaboration, and creating cultures where people thrive, even remotely. From the magic of psychological safety to timesheet woes, CliftonStrengths charts, and the underrated art of letting someone else just do the thing, this episode is a masterclass in how empathy and agility show up far beyond process. References and resources mentioned in the show: Ginger Boyll Stable Kernel The Fearless Organization by Amy Edmonson Range by David Epstein Built to Last by Jim Collins Unreasonable Hospitality by Will Guidara The Tipping Point by Malcolm Gladwell The Coaching Habit by Michael Bungay Stanier Paul Graham’s Maker’s Schedule, Manager’s Schedule 25 Questions That Will Help You Know Your Teammates Better Join the Agile Mentors Community Subscribe to the Agile Mentors Podcast Want to get involved? This show is designed for you, and we’d love your input. Enjoyed what you heard today? Please leave a rating and a review. It really helps, and we read every single one. Got an Agile subject you’d like us to discuss or a question that needs an answer? Share your thoughts with us at podcast@mountaingoatsoftware.com This episode’s presenters are: Scott Dunn is a Certified Enterprise Coach and Scrum Trainer with over 20 years of experience coaching and training companies like NASA, EMC/Dell Technologies, Yahoo!, Technicolor, and eBay to transition to an agile approach using Scrum. Ginger Boyll is the Director of Client Experience at Stable Kernel. She is a natural problem-solver with a passion for people, bringing deep experience in Agile delivery, tech strategy, and cross-functional collaboration to every project she touches.

Florian and Esther discuss the language industry news of the week, with DeepL becoming the first third-party translation app users can set as default on the iPhone, a position gained by navigating Apple's developer requirements that others like Google Translate have yet to meet.Florian and Esther examine RWS's mid-year trading update, which triggered a steep 40% share price drop despite stable revenue, healthy profits, and manageable debt.On the partnerships front, the duo covers multiple collaborations: Acclaro and Phrase co-funded a new Solutions Architect role, Unbabel entered a strategic partnership with Acclaro, and Phrase partnered with Clearly Local in Shanghai. Also, KUDO expanded its network with new partners, while Deepdub was featured in an AWS case study for its work with Paramount. Wistia partnered with HeyGen to launch translation and AI-dubbing features and Synthesia joined forces with DeepL, further cementing the trend of avatar-based multilingual video content.In Esther's M&A corner, MotionPoint acquired GetGloby to enhance multilingual marketing capabilities, while OXO and Powerling merged to form a transatlantic LSP leader. TransPerfect deepened its media footprint with two studio acquisitions from Technicolor, and Magna Legal Services continued its acquisition spree with Basye Santiago Reporting.Meanwhile, in funding, Linguana, an AI dubbing startup targeted at YouTube creators, raised USD 8.5m, and pyannoteAI secured EUR 8m to enhance multilingual voice tech using speaker diarization. The episode concluded with speculation about DeepL's rumored IPO, which could have broader implications for capital markets.

“'S Wonderful! 'S Marvelous!” – An American in Paris (1951)This week, we step into the dreamlike Technicolor world of An American in Paris with special guest Arlene Hellerman. A Publications Associate for Broadway Licensing Global, Arlene brings a multifaceted perspective shaped by a career spanning theatre, film, television, broadcast news, and print journalism.Together, we explore how Vincente Minnelli's 1951 musical turned Gershwin's music and Gene Kelly's choreography into a lavish cinematic spectacle—culminating in one of the most ambitious ballet sequences in film history.An American in Paris (1951) was directed by Vincente Minnelli and stars Gene Kelly and Leslie CaronSelected to the National Film Registry in 1993Known for:Its 17-minute ballet finale inspired by French impressionist artA seamless blend of Gershwin's music with vivid choreography and designWinning six Academy Awards, including Best PictureDiscussion topics include:The film's legacy in shaping the movie musicalIts stylized depiction of postwar ParisThe interplay between fine art and popular culture in Minnelli's visionFeaturing special guest:Arlene Hellerman, Publications Associate for Broadway Licensing Global, whose career spans theatre, film, TV, broadcast news, and print journalism Follow the Show:TwitterInstagramWebsite Music by Mike Natale

Aquesta setmana al Males Vibracions ens visita Joe, amb el capítol 51 de Somnis en Technicolor. Mentre Andreu, Rubén i Òscar ens porten les novetats i Agenda Vibradora. Llistat "Electrificant": Motörhead - Electricity; Samantha Fish - Paper Doll; Shanon & The Clams - The Vow; Spacemaus - Spacemaus; Cult Crime - Dead in 77; Trash Emperors - Blackout; Hasil Adkins - She said - Los Alaridos Salvajes - She said; Mario Cobo - Rocker; Pólipos - Como una perra! ; The Paybacks - Blackout; The Beau Brummels - Turn Around - Deep Water - Long walking down to misery - Little bird - I'm a sleeper - The loninest man in town - Jessica - Bless you California

On this episode of the podcast, host Dr Pasquale Iannone explores the little-known early films of one of the most influential filmmakers of all time, German director Douglas Sirk. Sirk is synonymous with one particular genre. His most famous films, such as Magnificent Obsession (1954), All That Heaven Allows (1955), Written on the Wind (1956) and Imitation of Life (1959) are glossy, luxurious Technicolor melodramas which would go on to inspire the likes of Rainer Werner Fassbinder, Todd Haynes and many others. But there is more to Sirk than melodrama - he made war films, crime movies, historical dramas and comedies in a career spanning over 25 years and several countries. Earlier this year, Eureka Entertainment released a box set titled Sirk in Germany (1934 - 1935), a collection which takes us all the way back to the beginning of Sirk's film career. The set includes beautiful restorations of his first three features as well as several short films, all of which were made in the early years of the Nazi regime. Alongside bonus material from noted film historians Sheldon Hall and Tim Bergfelder, there are three audio commentaries from the University of Edinburgh's very own David Melville Wingrove. David is a Teaching Fellow at the University's Centre for Open Learning where he teaches hugely popular courses on both film and literature, specialising in dark and fantastical themes and styles. He is also a prolific writer, regularly contributing to publications such as Senses of Cinema. David and Pasquale discuss Sirk's first short film Two Greyhounds (1934) and his first feature April! April! (1935), both light comedies centring on mistaken identity which skewer - mostly with affection - the mores of the German middle class. David helps to place the films in historical context and he also tells Pasquale why Sirk, who was very much one of the leading lights of the German theatre in the late 20s and early 30s, decided to make the move into filmmaking.

It's a new season of Read it and Weep! Alex has graciously passed the hosting mic on to Ezra and it's gonna get a little weird.   This season, Ezra's trying to break out of his algorithms. He's looking for media that his friends love, but that no one's talking about these days.   First up, Sarah Hatheway brings us Gene Kelly's 1951 Technicolor musical, An American in Paris.   Dream ballets! Questionable 1950s romantic subplots! And rhythm? Yeah, we've got rhythm.   Who could ask for anything more? (Also, the recording date was 1/28/25, thus the timely Oscars talk.)   Editing by Zach Hahn Music by @mitrxxx

The Wizard of Oz didn't just change film—it changed lives. And not always for the better.In Part 2 of our exploration into the dark history behind The Wizard of Oz, Blaire and Halley trace the Technicolor ripple effect the film had on Hollywood and pop culture. But while the world fell in love with Dorothy, Judy Garland was unraveling behind the scenes.Patreon members get ad free content, early access and exclusive bonus episodes : Macabre PatreonSend in your stories for a future listener episode!Learn about us at www.macabrepod.comEmail us at thatssomacabre@gmail.comJoin our private Facebook Group at : MacabrePodcastSupport this podcast at — https://redcircle.com/macabre-dark-history/exclusive-contentAdvertising Inquiries: https://redcircle.com/brandsPrivacy & Opt-Out: https://redcircle.com/privacy

In this episode of Perf Damage, we sit down with Jeff McCarty, a Senior Preservation Manager on Charlotte's team at Paramount, to talk about his incredible journey to get into film preservation. Jeff shares the story of how he got his start from attending the USC film school, to working at Technicolor and he walks us through the many twists and turns that led him to Paramount. Along the way, he's worked on some major restorations, including The Godfather (1972), the silent classic It (1927), The Day of the Locust (1975), and King Kong (1976).Jeff gives us an inside look at what it really takes to preserve and restore films—from the technical challenges to the unexpected surprises in the archive, and reflects on what it means to care for cinematic history. It's a conversation packed with behind-the-scenes stories, deep knowledge, and a whole lot of film love.Plus, Charlotte and Adam geek out about nitrate, color timing, and what it's like to work with someone who knows his way around a vault reel like nobody else.Contact Us At:www.perfdamage.comEmail : perfdamagepodcast@gmail.comTwitter (X) : @perfdamageInstagram : @perf_damageLetterboxd : Perf DamageCheck Out our Youtube Channel:https://www.youtube.com/@PerfDamagePodcast

Everyone remembers the magic of The Wizard of Oz.But few know the nightmare that made it real.This week on Macabre: A Dark History Podcast, Blaire and Halley rip back the velvet curtain to expose the horrors behind the scenes.Actors poisoned by makeup. Costumes laced with asbestos. On-set drug abuse. Explosions, trauma, and forced silence.This wasn't a children's story. It was a slow-burning tragedy, dressed in Technicolor.Follow the yellow brick road… straight into Hollywood's darkest hour on Part 1 of W is for the Wizard of Oz.Patreon members get ad free content, early access and exclusive bonus episodes : Macabre PatreonSend in your stories for a future listener episode!Learn about us at www.macabrepod.comEmail us at thatssomacabre@gmail.comJoin our private Facebook Group at : MacabrePodcastSupport this podcast at — https://redcircle.com/macabre-dark-history/exclusive-contentAdvertising Inquiries: https://redcircle.com/brandsPrivacy & Opt-Out: https://redcircle.com/privacy

Welcome to It's A Wonderful Podcast!A rather unique series for April on the main show as Morgan and Jeannine explore a selection of movies each having a U.S. State in its title! From Epics, to Westerns, to Epic Western Musicals, it promises to open up even more discovery!Barbara Stanwyck & Ray Milland lead this Technicolor telling of California's ascension into statehood on the main show this week as Morgan and Jeannine discuss the scene that is how this series came to be, political manipulation, greed, gold, and gambling in John Farrow's CALIFORNIA (1947)!Our YouTube Channel for Monday Madness on video, Morgan Hasn't Seen TV, Retro Trailer Reactions & More⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠https://www.youtube.com/channel/UCvACMX8jX1qQ5ClrGW53vow⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠The It's A Wonderful Podcast Theme by David B. Music.Donate:⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠https://www.buymeacoffee.com/ItsAWonderful1⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Join our Patreon:⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠https://www.patreon.com/ItsAWonderful1⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠IT'S A WONDERFUL PODCAST STORE:⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠https://www.teepublic.com/user/g9design⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Sub to the feed and download now on all major podcast platforms and be sure to rate, review and SHARE AROUND!!Keep up with us on (X) Twitter:Podcast:⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠https://twitter.com/ItsAWonderful1⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Morgan:⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠https://twitter.com/Th3PurpleDon⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Jeannine:⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠https://twitter.com/JeannineDaBean⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠_Keep being wonderful!!

We're about to blow a giant hole right through the hype machine! This week on the show we kick off our Andor Season 2 coverage with a preview of the upcoming season. We talk about potential cameos, theories, prognostications, and we put our money into the death pool. If you want to know the moral to the package, and learn how to play glory hole or toilet bowl, then you better tune in! Turn up your headphones, dial back your sensibilities, and join the wretched hive of scum and villainy as we take the low road to resistance on Season Five, Episode Forty Five of Force Insensitive!Send Email/Voicemail: mailto:forceinsensitive@gmail.comDirect Voice Message: https://www.speakpipe.com/ForceInsensitiveStart your own podcast: https://www.buzzsprout.com/?referrer_id=386Use our Amazon link: http://amzn.to/2CTdZzKFB Group: https://www.facebook.com/groups/ForceInsensitive/Twitter: http://twitter.com/ForceNSensitiveFacebook: http://facebook.com/ForceInsensitiveInstagram: http://instagram.com/ForceInsensitive

“There's something in the atmosphere that makes everything seem exaggerated.”Talking About Powell & Pressburger's 1947 film Black Narcissus with our guest, screenwriter James HandelIn this episode of Movies We Like, screenwriter James Handel joins hosts Andy Nelson and Pete Wright to discuss Michael Powell and Emeric Pressburger's 1947 masterpiece Black Narcissus, along with Handel's fascinating career writing genre-bending films like The Last Horror Movie, The Hoarder, and his latest psychological dramedy The Trouble with Jessica.From Philosophy to FilmBefore diving into Black Narcissus, Handel shares candid insights about his journey from philosophy student to screenwriter, starting with an unproduced vampire script and eventually leading to successful collaborations with directors Julian Richards and Matt Winn. He discusses how his background in philosophy influences his approach to moral dilemmas and character psychology in his screenplays, particularly evident in The Trouble with Jessica's darkly comic exploration of ethics and human nature.A Masterpiece of Psychological DramaThe conversation then turns to Black Narcissus, examining how Powell and Pressburger crafted this visually stunning psychological drama about Anglican nuns attempting to establish a convent in the Himalayas. The group discusses the film's groundbreaking technical achievements, with Jack Cardiff's Oscar-winning Technicolor cinematography bringing the entirely studio-shot production to vivid life. They explore how the film masterfully depicts the psychological deterioration of the nuns as they struggle with repressed desires, loss of faith, and the overwhelming power of their environment, all while maintaining a remarkable balance between expressionism and restraint.Black Narcissus remains a masterclass in psychological storytelling and visual craftsmanship, demonstrating how thoughtful restraint and artistic innovation can create an unforgettable cinematic experience. We thoroughly enjoyed diving deep into this classic with James Handel, whose own work carries forward the tradition of examining complex moral questions through compelling drama.Film SundriesWatch our conversation on YouTube!Watch this on Apple or Amazon, or find other places at LetterboxdScript OptionsTheatrical trailerOriginal Material Learn how to support our show and The Next Reel's family of film podcasts by becoming a member. It's just $5 monthly or $55 annually. Learn more here.Follow the other podcasts in The Next Reel's family of film podcasts:Cinema Scope: Bridging Genres, Subgenres, and MovementsThe Film BoardThe Next Reel Film PodcastSitting in the DarkJoin the conversation with movie lovers from around the world in our Discord community!Here's where you can find us around the internet:The WebLetterboxdCheck out poster artwork for movies we've discussed on our Pinterest pagePeteAndyWhat are some other ways you can support us and show your love? Glad you asked!You can buy our movie-related apparel, stickers, mugs and more from our MERCH PAGE.Or buy or rent movies we've discussed on the show from our WATCH PAGE.Or buy books, plays, etc. that was the source for movies we've discussed on the show from our ORIGINALS PAGE.Or renew or sign up for a Letterboxd Pro or Patron account with our LETTERBOXD MEMBERSHIP DISCOUNT.Or sign up for AUDIBLE.

This George Stevens (best director Oscar) epic looms large. It’s a classic “roadshow” film of the 1950s, complete with West Texas vistas, Technicolor, big stars like Rock (Hudson), Liz (Taylor) and Jimmy (Dean), but no intermission, even though it’s three hours long! It also looms large in the history of the Texas towns (Marfa and Valentine) where it was filmed. I’ve grown up with stories of people tangentially touched by the production, and there are songs that celebrate, or sometimes give the side eye to, the whole thing. Shelly Brisbin with Laura Rice, Micheline Maynard, David J. Loehr and Randy Dotinga.

This George Stevens (best director Oscar) epic looms large. It’s a classic “roadshow” film of the 1950s, complete with West Texas vistas, Technicolor, big stars like Rock (Hudson), Liz (Taylor) and Jimmy (Dean), but no intermission, even though it’s three hours long! It also looms large in the history of the Texas towns (Marfa and Valentine) where it was filmed. I’ve grown up with stories of people tangentially touched by the production, and there are songs that celebrate, or sometimes give the side eye to, the whole thing. Shelly Brisbin with Laura Rice, Micheline Maynard, David J. Loehr and Randy Dotinga.

In this episode, Frittat’ha is still looking for her brother; Lonewalker chats with a tree; Hermioneigh doesn’t need a whole body’s worth of blood; Naiasa knocks on a suspicious door; and Lovyn looks down a suspicious well. Oh, and Tony doesn’t know trees. Tony Sindelar with Erika Ensign, James Thomson, Kathy Campbell, Mikah Sargent and Sebastian Runnings.

In this episode, Frittat’ha is still looking for her brother; Lonewalker chats with a tree; Hermioneigh doesn’t need a whole body’s worth of blood; Naiasa knocks on a suspicious door; and Lovyn looks down a suspicious well. Oh, and Tony doesn’t know trees. Tony Sindelar with Erika Ensign, James Thomson, Kathy Campbell, Mikah Sargent and Sebastian Runnings.

From The Wizard of Oz to Madame Mao, Kirsty Sinclair Dootson's essay explores the politics of making films in colour - specifically Technicolor - a process synonymous with American cinema that was the envy of political powers across Russia, Germany and China. The story takes us from Hollywood to Auschwitz to Instagram.Dr Kirsty Sinclair Dootson is a New Generation Thinker on the scheme run by the Arts and Humanities Research Council and the BBC to put academic research on radio. She is a lecturer in Film and Media at University College London, and author of a book The Rainbow's Gravity.Producer: Rabeka Nurmahomed

Front Row Classics is taking a look at an unsung western classic from 1946. Brandon is joined by film historian & producer Daniel Marino to discuss Canyon Passage. The film, directed by Jacques Tourneur, embodies the post-war feelings of American in the forties. It features stunning Technicolor cinematography and an unlikely Oscar nominated song by Hoagy Carmichael. The film also benefits from a strong cast featuring Dana Andrews, Susan Hayward, Brian Donlevy, Ward Bond and Lloyd Bridges.

Ole Buttermilk Sky Front Row Classics is taking a look at an unsung western classic from 1946. Brandon is joined by film historian & producer Daniel Marino to discuss Canyon Passage. The film, directed by Jacques Tourneur, embodies the post-war feelings of American in the forties. It features stunning Technicolor cinematography and an unlikely Oscar … Continue reading Ep. 294-Canyon Passage →

My name is Baiba and my wish for you is that you chase and fully step into your own unique calling! Are you longing for to feel more energized and alive during your workdays? To use your talents and gifts to greater extent, to know you're doing work that's on purpose for you, to feel more joy and get paid well while at it? I created Career in Technicolor to share other people's stories, tools and strategies so you can design a career where you can truly fall in love with Mondays! I know it's possible for you to have work that gives you energy so you have plenty left over for your kids, family, friends, hobbies, yourself. And when you do, you'll serve as a powerful example of what's possible for your children and others. My wish is that these stories inspire and empower you to design your own dream job and life. You don't want your Mondays thru Friday feel like a black and white movie, you want to feel fully alive, energized, working and living in technicolor. Let's chase it and create it together!

Today, Pastor Jack teaches that God's technicolor truth separates the lost from the found. Parables expose who we really are, how we really feel about Jesus, and even the idols we hold on to in our hearts. The post The Technicolor Truth – C first appeared on Pastor Jack Hibbs.

Today, Pastor Jack teaches that the Bible is never boring. Its pages come alive in living color with its truth and wisdom. We may have not heard Jesus speak during His time on earth, but His parables illuminate what God desires for us in the way of salvation. The post The Technicolor Truth – B first appeared on Pastor Jack Hibbs.

Today, Pastor Jack teaches that Jesus simply laid out the truth and let the outcome be as each individual deals with it. Parables are designed to open up the Gospel to a willing heart who is ready to grab it and go with it. The post The Technicolor Truth – A first appeared on Pastor Jack Hibbs.

Techdirt has finally accepted the inevitable and gone full democracy blog—because let's face it, politics and tech are now the same dumpster fire. Google rolled out AI Mode for Search, proving once again that the internet is just Clippy with better branding. Meanwhile, Billy McFarland insists Fyre Festival 2 is totally happening, despite Mexican officials pointing out that his coordinates literally lead to the ocean. Speaking of fraud, Tesla sales are in freefall thanks to Elon's alt-right cosplay, and people are setting Teslas on fire in protest. And in rich-guy disconnect news, Google's Sergey Brin thinks engineers should work 60-hour weeks to build the AI that will replace them. That's some late-stage capitalism poetry right there.Elsewhere, Trump Media paid Don Jr. nearly a quarter of its revenue to show up twice, while indie musicians can't afford to tour, proving once again that grifting is more profitable than making art. Technicolor shut down overnight, stranding 10,000 workers because Hollywood's financial planning is apparently as stable as a Starship rocket launch. Oh yeah, SpaceX exploded another one.Meanwhile, Netflix's attempt to upscale A Different World turned it into a Lovecraftian horror show. A quarter of Y Combinator startups now run on “vibe coding,” meaning their software is basically a Ouija board with extra steps. The AI takeover continues as OpenAI plans to charge $20,000 monthly for specialized AI "agents," proving once again that the revolution will be monetized. Meanwhile, Moscow's Pravda network has been poisoning Western AI chatbots with Russian propaganda, because if you can't convince humans, just brainwash the robots that humans increasingly trust.On the bright side, hackers brought the Humane AI Pin back to life after it was bricked, transforming an overpriced paperweight into... a slightly less useless overpriced paperweight. ChatGPT can now directly edit code in macOS development tools, making it easier for AI to introduce bugs you never would have thought of yourself. Over At the Library, check out "The Tempest" by Peter Cawdron for your first contact fix, and if you're worried about where society is heading (and who isn't?), Timothy Snyder's "On Tyranny" offers a survival guide for our slow-motion constitutional collapse. Finally, in "everything is fine" news, 82% of indie artists can't afford to tour anymore.Enjoy the dystopia, kids – at least we still have our sense of humor.Sponsors:DeleteMe - Head over to JoinDeleteMe.com/GOG and use the code "GOG" for 20% off.Private Internet Access - Go to GOG.Show/vpn and sign up today. For a limited time only, you can get OUR favorite VPN for as little as $2.03 a month.SetApp - With a single monthly subscription you get 240+ apps for your Mac. Go to SetApp and get started today!!!1Password - Get a great deal on the only password manager recommended by Grumpy Old Geeks! gog.show/1passwordShow notes at https://gog.show/687FOLLOW UPWhy Techdirt Is Now A Democracy Blog (Whether We Like It Or Not)Google announces ‘AI Mode' as a new way to use Search, testing starts todayGovernment Officials for Announced Fyre Festival 2 Location Say Event “Does Not Exist”‘I'm selling the Nazi mobile': Tesla owners offload cars after Musk's fascist-style salutesTesla Just Got Even More Bad NewsTesla Just Got News About Its Sales in Germany, and It Shows That Elon Musk Has Seriously Messed UpArsonists Set Fire to a Dozen Teslas, Charging Stations Amid "Anti-Capitalist Coordination to Target Tesla"Google's Sergey Brin Says Engineers Should Work 60-Hour Weeks in Office to Build AI That Could Replace ThemEx-Amazon VP explains why rich a-holes with helicopters and personal assistants don't get why you hate your commuteTrump Media Paid Donald Trump Jr. Nearly A Quarter Of Its Annual Revenue. He Attended Just Two Board MeetingsIN THE NEWSCinema Giant Technicolor's Abrupt Shutdown Affects 10,000 Workers WorldwideUS employers cut more jobs last month than any February since 2009No part of Amazon is 'unaffected' by AI, says its head of AGIChatGPT doubled its weekly active users in under 6 months, thanks to new releasesHugging Face's chief science officer worries AI is becoming 'yes-men on servers'A well-funded Moscow-based global ‘news' network has infected Western artificial intelligence tools worldwide with Russian propagandaOnlyFans Model Amouranth Held at Gunpoint for Her Crypto in Home InvasionCrypto Soars Then Plunges Following Trump's Post About a Strategic ReserveFact Sheet: President Donald J. Trump Establishes the Strategic Bitcoin Reserve and U.S. Digital Asset StockpileTrump creates a Strategic Bitcoin Reserve one day ahead of White House crypto summitCFPB drops Zelle lawsuit in latest reversal under Trump administrationCanadian Municpalities and the Canadian Supreme Court to stop using twitter.Ontario once again promises to nix $100 million Starlink deal over Trump tariffsOpenAI reportedly plans to charge up to $20,000 a month for specialized AI 'agents'Kevin Rose, Alexis Ohanian acquire DiggDoes the World Even Want Digg in 2025?Scrolling Through Social Media Has a Unique Effect on Your BodySpaceX's latest Starship test flight ends with another explosionA second Intuitive Machines spacecraft just landed on the moon — and probably tipped overTouch down on the moon with private Blue Ghost lander in this amazing videoMEDIA CANDYHow Many Episodes Should You Watch Before Quitting a TV Show? A Statistical AnalysisNetflix Is Using AI to Upscale a 1980s Sitcom and the Results Are Borderline HorrificDaredevil: Born AgainDavid Duchovny to Explore Real-Life X-Files for History ChannelBeyond Belief: Fact or FictionAncient MysteriesIn Search Of...82% of indie artists can't afford to tour anymoreAPPS & DOODADSThe Humane Ai Pin Has Already Been Brought Back to LifeChatGPT on macOS can now directly edit codeA quarter of startups in YC's current cohort have codebases that are almost entirely AI-generatedThe Vanishing Middle Class of TechWill the future of software development run on vibes?Hallucinations in code are the least dangerous form of LLM mistakesAT THE LIBRARYThe Tempest (First Contact) by Peter CawdronOn Tyranny by Timothy SnyderWarning - DomesticIs Trump preparing to invoke the Insurrection Act? Signs are pointing that waySee Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

Do you ever get tired of manually organizing, searching for, tagging, and culling your images? We do, too - and that's where Excire can help!Excire's photo-management software harnesses AI to make tedious tasks 10x faster, easier, and more fun. Thanks to Excire, you can easily get your images organized, stay on top of culling, and instantly find any photo in your catalog—so you can spend less time managing your images and more time doing what you love! Best of all, Excire can be integrated seamlessly into your current workflow, either using the standalone image organizer, Excire Foto 2025, or the Lightroom Classic plugin, Excire Search 2024. To purchase an Excire lifetime license or to download a 14-day free trial, visit www.excire.com/en/shop! (PetaPixel viewers can receive 15% off their purchase with the special discount code PETAPIXEL.)This week on The PetaPixel Podcast, the team is joined by Emily Lowry, the face and brains behind the YouTube channel Micro Four Nerds. Given that Panasonic hasn't supported photographers specifically in many years, there is a lot to discuss about the new camera specifically for taking photos.Check out PetaPixel Merch: store.petapixel.com/ We use Riverside to record The PetaPixel Podcast in our online recording studio.We hope you enjoy the podcast and we look forward to hearing what you think. If you like what you hear, please support us by subscribing, liking, commenting, and reviewing! Every week, the trio go over comments on YouTube and here on PetaPixel, but if you'd like to send a message for them to hear, you can do so through SpeakPipe.In This Episode00:00 - Intro: Say hello to Emily, from Micro Four Nerds! 10:01 - Rejoice: Nikon fixes the Z6 III N-log flickering issue12:02 - TTArtisan's debut camera is a retro folding Instax16:20 - Technicolor shuts down abruptly, leaving 10,000 workers in the lurch18:50 - Xiaomi wants to make modular magnetic smartphone lenses23:26 - Chris reviews the Peak Design Carry-On Roller27:23 - Sigma wants to make a "serious" camera34:24 - A new 35mm f/1.2 Art is coming?37:54 - Sigma can make just nine BF cameras per day43:35 - Did Panasonic Finally Give Photographers a Camera?1:01:46 - What have you been up to? (Join Emily's mailing list)1:18:28 - Never read the comments1:24:46 - Tech support1:33:50 - Feel good story of the week

It's official, Doctor Who is returning April 12 on BBC One, iPlayer, and Disney+, and will include Doctor Who alum Alan Cumming as an animated ne'er-do-well along with “Eurovision in Space” according to Who scribe Juno Dawson and much more, including children creating comic book creatures, much Big Finish news including friends of the show Riley Silverman and Paul Booth writing Short Trips. and our feature interview with Peter Cocker and Toby Hadoke about the Season 7 Collection Blu-Ray!  Links: Support Radio Free Skaro on Patreon Doctor Who season 2 arrives on BBC and Disney+ on April 12 with Alan Cumming to guest star Disney Season 2 press release Doctor Who “was a top 5 series on Disney+ globally every week it aired” said Disney The Mirror states Juno Dawson's will be “Eurovision in Space”, go out May 17 before the Eurovision final Peter Purves spoke of his time on Doctor Who at the BFI event for The Savages animation Doctor Who Propstore auction raises £245,243 for BBC Children in Need Blake's 7 The Collection Season 2 available for preorder (UK) Doctor Who Magazine #614 Creating Monsters: The Story behind the new Doctor Who comic strip, “Dance ‘Til You Drop” Former Doctor Who VFX provider The Mill shuts down as parent company Technicolor collapses Big Finish – Call Me Master: Inner Demons released Doctor Who's Sacha Dhawan wants Michelle Gomez team-up for Big Finish Big Finish – Doctor Who: The Ruins of Kaerula due June Big Finish Doctor Who Short Trips: Tales from the Vortex due April featuring new writers Film is Fabulous takes hold of giant film collection from a private collector Target Book Club – Celebrating Doctor Who Books with a day of talks and guests – happening July 19 Doctor Who: The Art of Time Travel Hardcover due Nov 20 Michael Herbert's “Things are not always what they seem” The Writing and Politics of Malcolm Hulke available Interview: Toby Hadoke Peter Crocker

In this first episode of Tech3 by Moneycontrol, Infosys gets the clean chit on labor law violations in trainee layoffs, over 2,000 employees of Technicolor India face job losses overnight . Zerodha's CEO Nithin Kamath warns of a sharp drop in trading volumes, raising concerns about the broking industry. On the brighter side, NPCI is setting up a massive R&D center in Mumbai, and Tata Sons Chairman Natarajan Chandrasekaran pushes for an India AI Stack to drive the country's AI future. Join hosts Chandra R Srikanth and Bhavya Dilipkumar for all the latest updates.

Joey and Addy tackle the breaking news of Technicolor's potential collapse and what it means for the 15,000 employees worldwide at iconic VFX houses like The Mill and MPC. They analyze how the future of VFX might shift toward smaller, specialized teams and discuss DNEG's strategic acquisition of Metaphysic AI. The conversation shifts to the escalating tax incentive battles keeping productions away from L.A., with the U.K. raising its relief to 40% and Netflix investing $1B in Mexico. Plus, they examine several AI products recently laid to rest, including the Humane Ai Pin and Skyglass's virtual production app. A sobering but essential episode on the rapidly evolving state of the film and tech industries.

As we watch Ne Zha 2 become the biggest animated film of all time, Ryan and Matthew dive into the audience composition and evolution for the US, examining how the film's success might grow in the US market. We break down new debuts The Monkey and The Unbreakable Boy, and the missed opportunity of Bridget Jones: Mad About the Boy's straight-to-streaming release in the US here on Behind the Screens.Topics and times: James Bond news and fan feedback - 0:27 Technicolor entering receivership - 1:37 Box office overview - 3:16 Bridget Jones: Mad About the Boy missed opportunity in the US - 5:24 The Monkey box office overview - 7:20 The Monkey audience analysis - 7:50 The Unbreakable Boy box office and audience analysis - 10:23 Ne Zha 2 audience in the US Market- 12:44 Next week and the upcoming release schedule - 15:59Find us at https://www.linkedin.com/company/vista-group-limited/, and follow lifeatvistagroup on InstagramBox Office Overview: Ne Zha 2 continued to top the global box office with $157M worldwide, bringing it to $1.8B total and making it the highest-grossing animated film of all time. Captain America: Brave New World saw a 68% drop, with $28.2M domestically and $35.3M internationally this past weekend. Bridget Jones: Mad About the Boy, without a domestic theatrical release, grossed $21M internationally, reaching $72.6M internationally in week 2. The Monkey debuted to $14M in the US, and grossed an additional $418K internationally for a worldwide total of $14.4M. The Unbreakable Boy debuted to $2.5M in the domestic market.

Have you ever felt like life is just a little… dull? Like you're going through the motions, but something is missing? In this episode, we dive deep into how Tantra radically shifts your experience of the world—turning life from a dull grayscale into full-blown, vibrant Technicolor.

Hitch's most iconic decade – a decade of Technicolor grandeur and peril inflicted on famous blondes – came to an end in 1964 with Marnie, a critical and box office flop which wounded Hitchcock's ego and left him unsure how to move forward in a changing world. His subsequent four final films – Torn Curtain, Topaz, Frenzy, Family Plot – are the result of his efforts to mix up his formula for an era in which he felt ripped off by James Bond and mourned the decline of the Golden Age stars. To learn more about listener data and our privacy practices visit: https://www.audacyinc.com/privacy-policy Learn more about your ad choices. Visit https://podcastchoices.com/adchoices

How do black and white and color influence the way we perceive images? In this episode, Marco Ciappelli and Sean Martin examine the role of black-and-white and color in film, photography, and visual storytelling. The conversation moves through history, from silent films to modern cinema, touching on the technological and artistic decisions that shape how we experience visuals.The Psychology of Color in FilmCiappelli shares insights from the Academy Museum's Color Emotion: Chromatic Exploration of Cinema exhibit, which explores how filmmakers use color to create mood and evoke emotion. The discussion highlights the transition from black-and-white films to color and how directors leverage lighting, camera technology, and costume choices to enhance storytelling. The Wizard of Oz, a defining moment in cinematic history, is discussed as a key example—the shift from black-and-white Kansas to the Technicolor world of Oz wasn't just a technical innovation but an intentional artistic decision.Black-and-White as an Artistic ChoiceMartin, who also has a background in photography, reflects on how black-and-white imagery forces viewers to focus on different elements—contrast, shadows, and composition—rather than being distracted by color. He notes that black-and-white isn't just about nostalgia; it's often used to create a sense of timelessness or emphasize emotional depth. The conversation extends to legendary photographer Ansel Adams, whose landscapes showcase how black-and-white photography can transform light and texture into a powerful visual experience.Photography and the Role of Digital ManipulationThe episode also touches on how digital photography has changed the creative process. The ability to capture dozens of images in seconds and manipulate them in post-production raises questions about authenticity. Is there more artistic value in an image that is captured perfectly in the moment, or is post-processing just another tool in the creative toolbox?This thought-provoking conversation connects film, photography, and personal experience, inviting listeners to reconsider how they engage with visual storytelling.Tune in to hear more about the relationship between black, white, and color in the way we see the world.

In this episode, Jason and Ingo, speaking from their tropical retreat in Thailand, explore the profound relationship between senses, surrender, and bliss in Tantra. They discuss why Tantra often uses blindfolds and sensory deprivation, how it heightens awareness, and the fascinating overlap between Tantra and BDSM.Key Takeaways:Why removing control can lead to ecstatic, altered states of consciousnessThe role of blindfolds and sensory play in expanding awarenessThe BDSM-Tantra connection and why surrender is so desirableHow Tantra shifts perception from grayscale to TechnicolorSimple practices you can try at home to explore heightened sensory awareness

On this exciting installment of Movies to Drink to, Fin and Lee take a trip back in time to the 1950s, in glorious Technicolor with ROBOT MONSTER!!! Join our intrepid heroes as they make their way through a film regularly featured on lists of worst movies ever made, a film in which no budget has been spent and feels like it was made up as they went along. THRILLS! FUN! TERROR!!! Not so much terror to be honest...

Can being "nice" at work actually hold you back? Join Brian and Scott Dunn as they unravel the myths around workplace "niceness," explore the balance between kindness and assertiveness, and reveal how honest communication can earn you respect—and maybe even that long-overdue promotion. Overview In this episode of the Agile Mentors Podcast, Brian and Scott dig deep into the question: Do nice guys (or gals) really finish last at work? They discuss the critical balance between being accommodating and assertive, why conflict can be a tool for growth, and how emotional intelligence plays into team dynamics. With stories, tips, and the psychological truths behind professional success, this episode is a must-listen for anyone looking to navigate workplace interactions while staying true to themselves. References and resources mentioned in the show: Scott Dunn Bill of Assertive Rights Elements of Agile Radical Candor Advanced Certified ScrumMaster® Subscribe to the Agile Mentors Podcast Want to get involved? This show is designed for you, and we’d love your input. Enjoyed what you heard today? Please leave a rating and a review. It really helps, and we read every single one. Got an Agile subject you’d like us to discuss or a question that needs an answer? Share your thoughts with us at podcast@mountaingoatsoftware.com This episode’s presenters are: Brian Milner is SVP of coaching and training at Mountain Goat Software. He's passionate about making a difference in people's day-to-day work, influenced by his own experience of transitioning to Scrum and seeing improvements in work/life balance, honesty, respect, and the quality of work. Scott Dunn is a Certified Enterprise Coach and Scrum Trainer with over 20 years of experience coaching and training companies like NASA, EMC/Dell Technologies, Yahoo!, Technicolor, and eBay to transition to an agile approach using Scrum. Auto-generated Transcript: Brian (00:00) Welcome in Agile Mentors. We're back and we're here for another episode of the Agile Mentors podcast. I'm with you as always, Brian Milner. And today we have friend of the show, buddy of the show, Scott Dunn is back with us. Welcome in Scott. Scott (00:13) Hey Brian, great to be back as always. Love it. Brian (00:17) Love to have Scott on as always and if you've listened to some of the past episodes with him then you know why. If not, I encourage you to check it out after this episode. We wanted to have Scott on earlier this year just to talk about some things that might be percolating in a few people's heads with the turn of the year and kind of as you start to prepare and look forward and maybe even look back a little bit in things. And particularly deal with an issue around how people show up at work and Scott was saying to me earlier, kind of this phrase about, nice guys finish last? Do they finish first? Do they finish last? Can you be nice? Can you be nice at work and be promoted? Can you be nice at work and move upwards? Or do you have to not be nice? Scott (01:03) you Brian (01:11) in order to do that. So tell me a little bit about kind of the genesis of the idea from you, Scott. What have you been hearing or what's been crossing your path? Scott (01:17) Yeah, and I'm so glad we had a chance to talk about this because it's recent. So the first thing that sparked my thought on this, so granted in the leadership class, we talk about being a balance of accommodative and assertive, and I'll usually refer to a... a document called the Bill of Assertive Rights. And I was reading another book this week and actually it referenced the same thing. I thought, switching fast forward a few days and I'm doing an assessment with a company that's asked for help because they're not, they're struggling with quality, they're struggling with predictability. And I know what the leaders goals are for the efforts. And so now I'm meeting with all the team members to do an actual formal assessment for baseline. Now, and this assessment, you're going to go through, I don't know, 30, 40 questions. So it's not lightweight. It's trying to be tactical, like, Is the team well formed? Is the backlog in good shape? Do you have a roadmap? Are the leaders supporting the change? I mean, whether company level, product level, team level, and we even added some advanced questions. And the fascinating thing is over a course of all these questions, the answer was essentially, we're okay at that, right? If you ask them, are they doing this practice or not, they'd say, somewhat. And it didn't matter if it was the most basic thing at the team level or the most advanced thing at the corporate level, everything was okay. So when you look at the dashboard at the end, in our normal red, yellow, the whole thing was yellow. And so I just paused and said, you know, I've never seen this before. I said, yeah, I joke with them a little bit about that, but I said, you know, my friends kind of think about it. It actually doesn't make sense that you would be okay at the fundamental beginning things and also okay at advanced high level things. So it's usually progressive, right? You get the basics down like the satiric change curve. That's kind of what we're following. So now... And then what came out later in the conversations is that someone said basically, we're afraid to say things that are hard to hear. He used the word judgment. Like we don't want to kind of stand in judgment of others, but essentially saying something that someone's not going to hear, whether it's true or not, because they had nothing green, nothing red. So not doing well. And then the last thing that really got me triggered, you know, really start diving into this is this new year and people are getting this promotions and things going on at some of the companies. And there was a story of this one guy, like, I've worked here eight years and never been promoted. And yet everyone loves this person. Everyone likes this person. And I'm hopping on social media and someone asked that question, literally, like, give me an example of when nice guys finish last. And the guy said the same thing. He said, I am the one everyone goes to for help. I'm always ready to help. I'll do anything anyone needs. Everyone likes me. They all praise me. And I haven't been promoted in like 13 years. So partly for our own careers, partly for, you know, being a change agent, et cetera, I thought it'd be worth, you know, just having to... It's a great conversation topic, Brian (03:51) Yeah, well, I'll confirm part of that, or at least a couple of crossovers there with what you said, because there's an assessment kind of thing that we do at Mountain Good as well called Elements of Agile. And one of the things we learned early on in doing that was you would pull the data from the survey, from actually asking them. But then before we present it back, we always have a coach who kind of does interviews as well, and then manually can shift and adjust things. And one of the things I've learned as being one of those coaches who does that is if there's something that's negative that's said, if there's, you know, we give like a five point scale, you know, five is really great, one is terrible, and you know, what number is it? If it's a little bit over into the negative side, you never get anything that's like all the way over at one, right? Nobody ever comes back to you and says, that's terrible. Scott (04:44) you Brian (04:46) but they will say, that's a three or that's a two. If it's a two, that's severe. That's kind of what I've learned is two is severe, three is bad. And you kind of have to shift those things over one notch to say, people are, their niceness are entering into this and they don't want it to be, they don't want it to look too bad. They don't know how it's gonna reflect on them. They don't know how it's gonna reflect on others. And so they don't want it to look Scott (04:50) Yeah. Okay. Yes. Brian (05:15) too bad, so they tend to like skew it a little bit towards the positive. Yeah. Scott (05:20) Yes, and the thing I think is good from that so one I keep coming back to you know self preservation this world kind of wired for this and someone was mentioning recently It's you know, shouldn't say people are selfish. We should say they have self in the center So if I'm gonna I'm just with you like if I'm gonna give feedback I'm honestly just pass facts or for those listening. I think it's totally fine say well Is it really worth it for me to say something that I'm going to have to end up explaining if a manager figures out that was me that said it because I'm the only one working on that project or whatever, right? In some ways, you're like, no, it's not worth it. I'll just kind of gently say it's not going great. Like you said, it's almost like that bell curve you got shifted over because, the professor's like, there's only, I'll only give out two A's each semester because that's truly exceptional. And so it moves it. It's a little like that. But then when you and I were talking earlier, you mentioned that conflict quadrants. And I thought that was really great because I think that's a clear structure that people could refer to as well. It's kind think about how they have interactions not just at work, but seriously in our other relationships. thought I was looking at like, man, this is so fitting. So I just thought that was a good tool to share as well. Brian (06:18) Yeah, it's interesting to see how that kind of affects people and how that affects their answers and how it affects how they're reporting. And there's a crossover here as well, because I know if you've listened to this podcast for a while, last year I did a talk on conflict management and kind of how to navigate that a little bit from a team lead or a Scrum Master kind of perspective. And it's a very sticky area that I think there's not enough training and there's not enough kind of education in. And one of the kind of interesting things that comes out from that, or came out from that conversation was, well, a couple things. One is that conflict, oftentimes we attempt to avoid it entirely, but that's a big mistake. Conflict is actually necessary for growth and if there's not any conflict then you get the kind of bad situation of we never question each other, we never challenge each other. There's a story about how that was actually something that happened at Chernobyl. A lot of the research kind of pointed to that's actually part of the root cause of why that happened is that they were all experts in their field and so they had such respect for each other that they didn't question each other when something was gonna go wrong. And so they miss this kind of basic tenet of, no, if I see something that's not, doesn't look right, I should speak up. And it may cause conflict, but it's necessary. It's necessary for us to be better. Scott (07:44) Right. Absolutely. And that quadrant that the Thomas Kilman model is so great because, for me, well, two things was one, I love it that they can say, hi, be highly assertive. You can still be highly cooperative. And that's that collaborative environment. So if we're really trying to create solutions, whether that's at work or in our relationships, then you're gonna have to assert, you be assertive and not that I'm gonna raise my voice, but I should share what I think or my opinion or if I disagree. And I think some of that when I was coming back down to it is there's still a tendency for people to feel like I need to be in the goodwill of others, right? So from the, you know, the 10, the bill of assertive rights, the 10 assertive rights, that's one of them. Like I need to be independent of the goodwill of others so I can be honest. I'm not trying to be, we can do this respectfully and winsomely and not be a jerk. But you have to let go of, if I say something I don't like, that would be bad. Or if I say something that makes someone happy, right? And I used to struggle with that. I don't want them to be sad. I don't want them to be upset, right? So now back to that quadrant, I'm not asserting myself and I'm obviously not helping them, so I'm just avoiding. And I'm avoiding the situation. It's the elephant in the room in these meetings. And now everyone's almost like, as a culture, we're kind of in cahoots. We all agree we're not gonna say anything, which makes it even tougher for anyone else not to kind of stand up and do just what you're saying, which I think is absolutely true. Speaking of that, so. Brian (09:07) Yeah, well, and just to clarify, too, I mean, you're talking about the Thomas Killen model. If people aren't familiar with that, basically, it's five different responses that people typically have to conflict in one way, form. When they encounter conflict, it's competing, collaborating, avoiding, compromising, or accommodating. those are kind of the, there are variances between anything like that. There's going to be some gray levels between them. Those are kind of the basic points. And I was telling Scott earlier, one of the things we talk about in our ACSM is when we present this information is that you kind of have to get out of your head the idea that any of these are bad. For example, the competing approach to things, the competing approach says, my relationship with the person is not as important as my stance on whatever this issue is. I cannot budge from my position. And I will jeopardize the relationship if that's what's required. That's a competing approach. And you initially read that and think, that's wrong. Nobody should take that kind of approach to a conflict. And in general, that should be our default kind of approach to conflict. But there are times when that's the right approach. When someone says something that's completely out of bounds, completely out of line, I'm going to take a competing approach. And there are times when people need to Scott (10:08) Mm-hmm. you Okay. Brian (10:30) to be presented with that for their own good. That they kind of recognize, wow, this is so important that he's willing to kind of not have a relationship with me anymore if this continues. And that's important, I think. Yeah. Scott (10:41) Yes. yeah, and I think that those examples of the people that get promoted, someone else had referenced and said essentially, it's you telling the, you know, I won't say the ugly truth, but. The thing that no one else is saying, your ability to say what no one else is saying to someone in leadership or management earns their trust. So at some level, whoever is the leadership whisperer, telling the truth on some of these things, and there was only one slot that's gonna influence and lead us to be promoted into, right? I've gotta know, if I'm wise as a senior exec, I gotta have the wisdom to know that I know lots of people probably just tell me what I wanna hear. I'm looking for the person who tells me maybe what I don't wanna hear. Brian (10:58) Ha Scott (11:24) It does it in nice way again though. From that standpoint, I can see why some of those people get promoted and some don't because you're so nice they actually don't trust you. Because you're not, to your point, I'm not willing to have conflict. I'm not willing to gamble what you might think of me for the sake of the betterment of everyone else. So there's some part where I think it's good. My takeaway looking at some of this is come back around to say, all right, check yourself when you have these conversations, just do that mental pause and say, Are you truly acting independent of what they might think? You know, do you have their best sensors or harder? Are you okay if they might respond a certain way? But it's almost like check that I'm outcome independent. So I'm being straight up and honest with them. Cause in this case, doing this assessment, try to work with the team, like, well, how hard is it to help the team or help anyone else who's actually not being honest about where things are? I don't have anything to work with now, right? Or like, yeah, I got to just take what they say is not great and then slide it down. So I recognize. And honestly, it's actually bad, but for all of us and the change, not just for our careers, but as change leaders anyways, checking that we're comfortable doing that. think growing that comfort, know, comfortability we can do. And I think it's just great for the career. And I see people getting promoted in these opportunities. Absolutely worth it. Brian (12:37) Well, there's one other story I want to share here that kind of is, this is a story from my past, one of the jobs I worked at. There was a project that we worked on that a lot of people probably will identify with this. The managers in the organization had set a deadline for it without talking to the people who actually were going to do it. from the, yeah, right. And from the very start, my developers that, Scott (12:56) No. Brian (13:01) that worked with me there on it were saying, this is impossible. It's not just that this is a little bit off, it's completely impossible. There's no way that we're going to do this. But the managers were like, well, you'll get it done. You'll get it done. And so they went forward and publicized the schedule and went all the way up to the top of the company. And the CEO knew that that was the timeline. And well, the CEO found himself in an elevator with one of my developers at one point. Scott (13:17) Board. Brian (13:30) just to ask him, hey, how's that project going? And my developer kind of sighed a little bit and said, well, you do you want the truth? Do you want the picture that everyone's painting? And he was like, well, obviously, I always want the truth. And so he told him, and he had a phrase that he used there that has stuck with me to this day. And that is, he said, bad news is not like wine. It doesn't get better with age. Scott (13:40) Wow. Yeah. Brian (13:57) And I think that's an important thing to keep in mind is that when there's something wrong, when there's something that's not right, the sooner we can identify it and shed light on it, the faster we can do something about it, the more options we have to do something about it. And the closer it is to when it's due or when we're supposed to have that thing happen or whatever, the less that we can do about it. So I'll even give a shout out. know. I can't imagine he's listening, but. Scott (13:58) Ooh. Yeah. Mm-hmm. Yeah. Brian (14:25) But that was a guy named Dave Ellet. So Dave, if you're listening, it's still stuck with me to this day. But that's a great phrase. And I think it's really apparent here. mean, being a nice guy, it's nicer, I think, to make sure that people understand the truth than it is to let the deception go on. Scott (14:29) Ha ha. Yeah, so two things on that Brian is one totally agree with you It might be hard to deliver some of this news But if you fast forward how much harder it will be for them when they have no time to make adjustments for the customer or the DNA Right and I'll tell them that right especially the product owner class You do me no favors by giving me like a week or two to tell the customer actually No, tell me now six months out that there might be some concerns, right? That's a lot easier. It's not easy, but man. It gets a lot worse That's one. I love way there's the example does not get better with age. The other thing is I think on a personal level, those who are not maybe saying what should be said or needs to be said or giving people that kind of, you know, honest feedback, you know, would you rather know now or in your performance review that there's a problem to not tell them that is in some ways what I was feeling for me is I'm actually now trying to control the optics I've seen. So it's actually a weird, it can be seen as a weird way of like, I'm just being selfish. So I'm actually not a nice guy. I'm a guy with these covert contracts about I want you to think this of me, so therefore I'm actually telling you the truth as your own coworker or peer about something that's really important you should know about, or my manager. I'm actually making sure that I, you know, take me first and take care of myself, but actually in a very short-term way out of fear versus a good worker would tell the truth and as I'm saying, probably he has more career opportunities by being one of the few people that. is a truth-telling organization like your developer and with the elevator to CEO because think about what CEO thinks of him now as well as what CEO now thinks about all the other one else is saying like, no, we're on track, we're on track, right? Those just probably reversed opinion in his ideas in his head about who he can trust to tell the truth about where things are going in these critical projects. So great example, great example. Brian (16:29) Yeah. Yeah. Well, and I think that gets to kind of the heart of this topic too. mean, you think you're talking about, you know, can you be nice? And if you're nice, is it possible to be recognized and still move ahead? And to me, think there's, this is where it starts to get really deeply psychological because I think you have to question what is your definition of nice? You know? Scott (16:47) Hmm. Brian (16:53) Because I think some people have a misaligned definition of what it means to be nice. I don't think it's nice to allow the deception to go on. I think that's not nice. I think that's something that, you know what I mean? You don't appreciate, like you said, as a product owner, as the leader in the organization, that's not nice to them to let that go on. And we might sit back and say, I'm not going to... Scott (17:14) No. Brian (17:20) I'm not going to raise red flags. I'm not going to be the squeaky wheel. I'm going to be the guy who just gets by because I'm a nice guy. We're using guy, but please understand. It's just a term. It's just a phrase that applies to women as much as it does men. So I'm not saying the gender specific thing here. Please, please forgive us for that. But just that that's kind of the concept behind it is I don't want to make waves. I want to be the nice person in this organization. I want to be seen as nice. Scott (17:40) Yeah. Yeah. Brian (17:45) your definition of nice might need to be readjusted. Scott (17:48) Yeah, huge point. think that kind of those words matter. And I think if someone would look at what they like, re-evaluate what you think is going to get you where you want to go, as well as what you would want from others as a teammate. then, and then for me, what I have to do is I have to backtrack and say, so why did you not say anything in the meeting? There's a time way back when I was working with the manager in the meeting that he was very supportive of what his colleague was sharing and the idea of someone she's presenting it to the other peers and the VP, everyone liked it except for one person who spoke out. because that one person, you know, the VP put the whole thing on hold afterwards. just asked that manager said, I thought you liked her idea. He said, yeah, no, I liked her idea a lot. So when the other person says something, why, why didn't you say something back? Right. And said, you stand up for what you thought was a good idea. What she was saying. But was the same idea of like, don't want to make any waves. But he said later, goes, that was the most important question I had to be asked about. I do need to speak out. I do need to be assertive in these meetings and say what my view is too, not just what they say, go along to get along. Like, and now we're just letting, you know, projects and this should go off track, right? No one's calling it for what it is. Brian (18:52) Ha Right. Yeah. So I think it's possible. Scott (18:57) So I think, yeah, that part. Brian (18:59) Sorry, I was just gonna say, I think it's perfectly possible to be assertive at certain points and take strong stances on certain things, but not compromise your niceness. I don't think that makes you a mean person. It may not make you everyone's favorite person every moment of the day, but it's nicer. People respect people who are honest. Scott (19:25) That's a good word, respect. Right. Right. Yeah. I wish there was a secondary word and we can be friendly in these other things. and I love what you said. Like it may be nice to not tell the, you know, you think it's nice, but people should know those things that they're not hearing. And that part's not nice. I think that aspect of maybe self-preservation to the detriment of others and then re-examining why, why do I feel like I need to do that? You know, for me, that was probably at work as well. Right. Is it, what was one person said? Harm versus hurt. This might hurt them in the moment, but it doesn't harm. So the shot to the dentist, the needle, that does hurt, but it's not harming them. Sugar tastes great, doesn't hurt at all, but it harms you. So kind of maybe reflect back on what does it mean to have your peers, your colleagues, your company's best interest at heart, and then what keeps us from that, right? And what are we looking out for? Are we that risk anyways? Yeah. In any case, I like that tool. I'm glad you brought that up. Brian (20:19) Yeah, I think there's also, I think it's important to say, know, like this with a lot of things, there's a balance. And we probably, know Scott, you probably have had this as well, but I've had a couple of people I've worked with throughout my career who just, they weren't concerned about being the nice person. They were much more of the outspoken and they would say things very bluntly when something was not going. Scott (20:25) Mm-hmm. You Brian (20:43) in a good direction. I think that's where NICE enters the equation, right? NICE is not letting it go, but NICE is being able to cushion a little bit what it is you're saying so that it's not just a slap across the face, but it's more of just maybe we want to reconsider that. Maybe we want to think about that, or have we thought of, or have we considered what the implication might be in this area. That's a much more digestible way of taking in that kind of news than it is to just say, well, that sucks, or that's going to be terrible, or you're going to fail miserably at that. And I've had people I've worked with who that's the kind of way that they respond. Scott (21:14) Yeah, right. Yeah, almost like a judgmental view of that. It comes across and I think some people maybe miss that. I know there's a big, you know, space on emotional IQ or EQ. I think that that's really valid and kind of checking yourself on that. I think some people don't read those. signals or they'll say like, well, someone needs to say it. Well, you didn't have to say it like that though, because we, I think we all want to be effective. So if we're not careful, then you, might be true, but they're not hearing you now. So you're still not effective in what you want to do, which is communicate that concern. So there is some part and that's what I like about radical candor. We do want empathy and we do want to care. So what you're kind of touching on, which I think is really great. If you take it that away, then we're just going to, we could actually make things even worse. So it's not a license. partly I see happen a lot and maybe you've been in these meetings and my friends listening, you know, you probably have too, where something said that you can tell there's a lot more underneath that, like that person's just mad, right? You can just tell bitterness or resentment or something's coming out. And again, other people can read that and it's not helpful. One, probably doesn't help you get your idea across, but two, it's just not helpful for you or to carry that around. So for me, I'm always trying to catch it like, is there emotion underneath this, if so? You gotta deal with that. Like you might need to wait to say this until there's not, you don't feel that emotion coming across. Cause then those things get said like you'd said under the guise of, I'm just trying to be honest with them. But look, that was a lot more that wasn't necessary and there's emotion. We've all sometimes worked at places with people that maybe wrote us the wrong way, or you've been a certain job for a long time and it can kind of bubble out in those meetings. So again, a great opportunity to kind of check and say, Where's my emotional bandwidth as I go and have this conversation? And I think also, what do you want? What do you want from the outcome of these things? Some we can control, some we can't. I might want to raise, but I'm not in control of that. But I'm in control of what time I show up, what I'm reading for work, being ready for meetings. I'm in control of that, and hopefully those things could come. So also, I know it's near the beginning of the year, get opportunity on goals and being clear about what you want. Because I think if we don't have a true north for ourself, it's easy to be what everyone else wants at the workplace. We don't actually have a sense of self anyway. So yeah, sure. I'll do whatever you want for me. And it's not even maybe, you know, maybe helping me move forward as well or maybe I'm sacrificing. So that's good timing for that as well for folks who are into doing goals or you have your, you know, 2025 roadmap in front of you. It might be a personal growth area. think it's good for everyone to take a look at at least. Brian (23:44) Yeah, and I think it's good to we propose this kind of can you get ahead? And so there is kind of the the weird marriage here a little bit of of how leadership plays into this. And, know, there is a view of management or leadership sometimes that is one that is much more authoritarian. And so I've known people who feel like, well, if I'm going to get to that level, then I need to. Scott (23:48) Yeah. Mm-hmm. Brian (24:09) be able to demonstrate that a little bit more. And I think there's a misunderstanding there as well. I don't think that's really what's required or is what's helpful in a leadership kind of position. It's kind of that whole paradigm of, do you feel your job as the leader is to push everyone towards the goal? Or do you feel like the... Scott (24:12) Mm. Brian (24:31) the job is to clear everything out in front of them so that they can easily reach the goal. That's a big difference in management style that I think can be really reflective in whether they're seen as nice or not nice. Scott (24:37) Yeah. Yeah, right. It's funny you say that because I was just hearing this from someone else as well. Like, the amount of leaders out there who don't have clarity on their goals and vision. So to your point, now you made it doubly hard for my people to try to aim themselves towards these goals. You know, of essentially self-organized, self-leadership, work on themselves to get there. It's lot easier if we have the vision, the goals in front of us. That's one thing I like, I was talking to my team earlier today about OKRs can be pushed down or rolled out from the top, of course, because they're the ones with the goals and the vision, but boy, it's an enablement for people then to figure out how to do the things they need to do to get there. And without that, we're rid of a struggle. So... whether I'm showing up as a kind of leader. So now what I'm left with, there's not a vision to motivate and guide my people and support them as a servant leader to get there. Now we're just back down to tasks. And I think those tasks can come down to like authoritarian, I just need you to do this, take out, take care of that problem, fix this, put out that fire. And that's one, you gotta make sure they do it and do it right. Cause it's at that level, there's not a lot of space for creativity and freedom. And we're not building anything big or necessarily. And projects can even kind of break down into that. So I'm glad you're bringing that up on the leadership styles. We don't have to always show up and be domineering. I think I want to be the kind of leader that is more about we than I and you. pulling something together and coaching up, but without the vision guidance, that might be an opportunity. Whatever department people are in, you can always have that conversation. Or even for the people themselves, again, you can always work on that. But those leadership styles, I think, fold in really nicely, say, do we have a vision and goal to catalyze people towards? Or am I just left with, you know, compliance, task type, manager, I just got to make sure people doing the right thing and complete things when I told them they need to all that, like the old school way. I think there's still probably a lot of that. Brian (26:35) Yeah. Yeah. And don't get me wrong, I completely understand from a leader, from a manager perspective, there are some basic kind of things that I think we have responsibility for. If you have an employee, let's say, that's stealing from the company or something, you're not going to just approach that as, hey, well, I'm not going to push them about stealing. I'm just going to try to clear the obstacles from Scott (26:58) Ask them how they feel about the stealing. Brian (27:00) Right, right, right. mean, don't anyone listen to this and think that we're saying that there's not that basic responsibility. I think that that is still part of being that leader and being a manager in some way, or form. I used to have a manager and for a while I sold shirts outside of Phantom of the Opera as part of the merchandise career there for that. And my boss there had this philosophy style of just, hey, you do your job. And, we're friends. We're the time in between, we just hang out and have fun. But if you're not doing your job, then we have to have a conversation. And I think that's kind of the basis there is like, don't, don't put me in that position as the manager. It's not, you know, you're not respectful of me when that's the case. and sometimes that, that, that occurs and you know, sometimes people have to be fired and all those other kinds of things. I get that. but that's, I think you can. You know, I remember one specific person that I had to fire at one point that, you know, it was, I felt after the, the event that it was actually the kindest thing I could have done to that person because they needed that, that to happen to them. Believe me, I know it's not good to get fired. I understand that, but this person had enough going on in their life that they needed that kick to do something else because they were not going into a good place. And, I just think that sometimes that's. Scott (28:03) you Brian (28:16) That's the kindest thing to do. Scott (28:18) my goodness, my first boss that pulled me into his office to say my performance wasn't adequate. He was just, and he, promise you, he probably said it just the way I'm saying it to you. I thought I was gonna die. But it was, I really did. just like, my heart's, you my throat and mouth totally dry. But it was the best thing I did, because I went back and like. Brian (28:27) Yeah. Scott (28:37) Yeah, why the heck am I not getting as much done as everyone else? Because I literally was just like an office clerk typing in stuff and word. There's no real complexity to that. But it was what I would, because then I started paying attention. I never had to get talked to again like that. Thank goodness. But boy, was like you said, kind of thing you could have done. And again, I thought I was going to die. I didn't die. I needed to hear that feedback and then fix it. You mentioned something that also makes you think of what Google's research had found about that you need to know their best teams are ones that include the they know they have dependable team members. So the managers gotta say, look, if there's an issue on someone your team is not delivering when you need them to, then yeah, I need to step and help. That should be to be fixed. Google's saying the team members need that, but they also need meaning and impact, that their work makes a difference. Their work is bigger than it just has. So I think that's that nice combination of, I will step aside and address this assertively until that's not okay. that we got to perform this way. At the same time, I'm casting a vision about how this has impact bigger than just this team and you're part of something bigger than you show up in your code or your test or whatever. So I like that situational leadership that's going across. It's kind of reflected in their research as well. I'm glad you brought up that story. Thank you for management. Brian (29:46) Yeah, so I So I think I think it's uh, you know if I were to try to sum that I just I think You know when I'm asked a question, can you be nice or do nice guys finish last? I I don't think so. I mean, I don't think that you're gonna finish last just because you're being nice Depending on how you define nice You know, you can't you you have to be honest you have to be you know, entering those relationships in a healthy way. But that's not being not nice. That's that's just showing up and and giving your best to the job, I think. And if you do that in a respectful way and in a kind way, I think that makes you a nice person. And I don't think that person necessarily is going to finish last for those reasons. At least that's my opinion. Scott (30:25) Yeah. Well, I like that. And again, on your chart, I like the fact that main thing is be assertive. You have an opinion. Reminds you of the JavaScript, right? Assert. You're just saying it. Just saying it needs to be said. And some people might edit themselves to say, well, who am I? And I remember reading somewhere about, look, you have value in what you say because you exist. It doesn't have to be that you worked there for five years and you've got Brian (30:54) Yeah. Scott (30:57) you've written books, technical books, it could be that you're a thinking human being who is smart and knows stuff and has opinions. That's why we share what we share and not to edit ourselves out of that saying I shouldn't assert myself because of X or Y. anyways, a good conversation for the beginning of the year. And I like what you're rounding out that nice guys don't finish last. Maybe there's another word and maybe also there's a balance for these guys and girls as well. Brian (31:23) Yeah, I agree. Well, Scott, thanks for coming on. I appreciate you making the time and it's always great to have you on the show. Scott (31:30) My pleasure. lot of fun. Thanks, Brian.

Comenzamos el paseo por la huerta ibérica en A Coruña, con el último trabajo de Nestor Pardo, “Dauphine St Blues”, y su maestría rescatando las técnicas y el sonido del blues folk de tiempos pretéritos. Entre muchas novedades recordamos al fallecido Enrique Bastante, con su primera banda de comienzos de los 80, Flash Strato, y su última aventura bajo el nombre de Hitmakers.Playlist;(sintonía) NESTOR PARDO “Lord I just can't keep from cryin' sometimes”NESTOR PARDO “Rory my favourite bird”NESTOR PARDO “A change is gonna come”RAMBALAYA “Take your own advice”THE EXCITEMENTS “My life is right”Versión y Original; BIG STAR “My life is right” (1972)MONTEFURADO “Forest”CASTOR HEAD “Something wild”RAUNCHY “Big Five O”THE BANK ROBBERS “Knockin’ at your door”FLASH STRATO “Madrid en Technicolor”HITMAKERS “Revolución”LOS IMPOSIBLES “It’s not the time”JÍBAROS “Decirte a ti” Escuchar audio

This February, the New Beverly Cinema proudly presents a feast of film in glorious 35mm, including rarely screened films directed by Frank Capra, a double bill of Peter Bogdanovich comedies, screwball sidesplitters starring Jean Arthur, crime films scored by Quincy Jones, ‘80s creature features, the LA premiere of The Dead Thing, an international masterpiece directed by Yasujirô Ozu, rare I.B. Technicolor prints, and much more! Elric, Brian and Phil discuss all of it on this months calendar episode. Check out all things New Beverly here: https://thenewbev.com/ If You Enjoy the show, You can help support us at Pure Cinema by going to: https://www.patreon.com/purecinemapod Brian's Directed By shirts can be found here: https://www.teepublic.com/user/filmmakershirts The show is now on BlueSky: https://bsky.app/profile/purecinemapod.bsky.social As are Brian: https://bsky.app/profile/bobfreelander.bsky.social Elric: https://bsky.app/profile/elrickane.bsky.social and the New Beverly: https://bsky.app/profile/newbeverly.bsky.social

Did you hear about the three holes in the ground? Well, well, well... JOIN THE FRIGGIN DISCORD, NERD In this episode: Hear the sounds of hope and anticipation of the 47th President of the United States not being a insane person! Ah, 'twas a simpler time... Embark on a journey through Ayrton's Pollockian landscape of absurdist, Technicolor prose. Witness the tortured output of ChatGPT trying its best to capture the true essence of a friggin' moving light. Oh yeah, this one is about the Rivale Wash, or whatever. Orkis Cyc So (liquid) cool, it's hot! 90's kids will understand that one AOTO introduces RGBW LED wall tiles What took so long? Chris Stuba in memoriam Tea Time 512A. When do we just start running ethernet? Or wireless? (Scary) Lighting Trivia Craig stops caring about decades-old copyright law, and Alex gets it right Lighting Term of the Day Mafia Block We choose to not think about the origin of the term too much To all our brothers, sisters, and everyone else about to be impacted by the coming #&%storm, we stand beside you. “A riot is the language of the unheard. And what is it America has failed to hear?...It has failed to hear that the promises of freedom and justice have not been met. And it has failed to hear that large segments of white society are more concerned about tranquility and the status quo than about justice and humanity."  - Rev. Dr. Martin Luther King, Jr., “The Other America,” 1968 

Thanks to Bosch Home Comfort, just prior to Christmas, Rhydon was able to have an eye opening conversation with Bosch IDS Ultra project engineer, Trevor Shane. The two discussed not only Trevor's path to Bosch and how he navigated a switch from the auto industry to HVAC but some of the key design features on the new IDS Ultra Cold Climate Heat Pump. IDS Ultra as the first Heat Pump to pass the United States Cold Climate Challenge and Bosch looks to lead the way with this revolutionary technology. Bosch's first announced R454B A2L compliant system as first shown to the world in Chicago at the 2024 AHR conference and HVAC R&D is proud to be a part of helping to educate the #TradeCrew and support the launch of this fantastic new product to market. #HVAC #BOSCH #IDS #IDSULTRA #INVERTER #HEATPUMP #ENGINEERING #A2L #R454B #COLDCLIMATEHEATPUMP

This week we're talking about Neil Gaiman, CORPUS, Cyberpunk 2077: No Coincidence, casual viewing, and Skeleton Crew. Show music by HeartBeatHero and OGRE. Support the show! Get up to 2 months free podcasting service with our Libsyn code OZONE

This episode features "Technicolor Bath" written by Raahem Alvi. Published in the November 2024 issue of Clarkesworld Magazine and read by Kate Baker. The text version of this story can be found at: https://clarkesworldmagazine.com/alvi_11_24 Support us on Patreon at https://www.patreon.com/join/clarkesworld?

This November the New Beverly proudly presents a cinematic feast on film! We celebrate the 30th anniversary of Pulp Fiction with screenings of a sumptuous, newly struck 35mm print of Tarantino's Palme d'Or-winning landmark. We pay tribute to Kris Kristofferson, highlight the work of writer-director Nicole Holofcener, spotlight a pair of pre-codes shot in two-color Technicolor, plus showcase the legendary Geraldine Page, animation from Hayao Miyazaki and Don Bluth, and much more! Elric, Brian and Phil return to discuss all of it! As mentioned in the episode, Mark Borchardt's follow-up to COVEN - THE DUNDEE PROJECT is available here: https://store.foundfootagefest.com/search?type=product&q=dundee%20project And the new HEAVENLY BODIES Blu-ray is available here: https://www.funcityeditions.com/shop Check out all things New Beverly here: https://thenewbev.com/ If You Enjoy the show, You can help support us at Pure Cinema by going to: https://www.patreon.com/purecinemapod Brian's Directed By shirts can be found here: https://www.teepublic.com/user/filmmakershirts