Podcasts about Theory

In December 2020, 21-year-old Texas State University student Jason Landry left San Marcos, Texas, headed home to Missouri City for Christmas break. He never made it. Just after midnight, Jason's wrecked Nissan Altima was found on a rural gravel road near Luling, Texas, with the lights on, the keys in the ignition, and Jason nowhere in sight. His phone, wallet, backpack, and clothing were later found in or near the crash scene—but Jason had vanished into the cold Texas night. In this episode of Hitched 2 Homicide, we take a deep dive into the mysterious disappearance of Jason Landry, the timeline of his final known drive, the strange evidence found on Salt Flat Road, the search efforts by law enforcement and volunteers, the geofence warrant, the theories surrounding whether Jason was alone, and the painful questions his family still faces more than five years later. Was Jason disoriented after the crash and lost in the rural Texas landscape? Did someone come across him after the accident? Or is the answer still hidden somewhere along the dark backroads of Caldwell County? Timestamps 00:00 — Introduction: The Disappearance of Jason Landry 04:07 — Who Was Jason Landry? 06:20 — Jason at Texas State University 11:43 — The Drive from San Marcos Toward Missouri City 13:00 — Jason Misses his Turn, and the Crash on Salt Flat Road 15:02 — The Car and the Missing Student found by Volunteer Firefighter 17:04 — Jason's Wallet, Backpack, and Clothing found on Salt Flat Road 19:04 — Jason's parent's called at home 20:15 — Kent Landry at the Crash site 22:20 — The Search Begins 27:48 — A Theory by Law Enforcement 29:17 — A History of Violence in the Area 31:01 — Kim Rossmo Joins the Search 35:05 — Paradoxical Undressing 39:03 — Abel Pena Joins the Case 45:34 — The Texas AG's Cold Case Office Closes the Case. Or Do They? 47:43 — The Search Continues 06:20 — Jason at Texas State University 11:43 — The Drive from San Marcos Toward Missouri City 13:00 — Jason Misses his Turn, and the Crash on Salt Flat Road 15:02 — The Car and the Missing Student found by Volunteer Firefighter 17:04 — Jason's Wallet, Backpack, and Clothing found on Salt Flat Road 19:04 — Jason's parent's called at home 20:15 — Kent Landry at the Crash site 22:20 — The Search Begins 27:48 — A Theory by Law Enforcement 29:17 — A History of Violence in the Area 31:01 — Kim Rossmo Joins the Search 35:05 — Paradoxical Undressing 39:03 — Abel Pena Joins the Case 50:59 — How to Submit a Tip 51:15 — Final Thoughts Join the H2H In-laws & Outlaws Follow H2H on Instagram Follow H2H on X Send Kris and Rob a Text or Message Subscribe now and turn on notifications so you never miss an episode. Jason Landry, Jason Landry missing, Texas State student missing, Luling Texas disappearance, Salt Flat Road, missing college student, unsolved disappearance, true crime podcast, missing persons case, Texas true crime, Caldwell County Texas, Missouri City Texas, San Marcos Texas, Jason Landry timeline, Jason Landry theories, geofence warrant, cold case, missing student, mysterious disappearance. DISCLAIMER OF LIABILITY: The content presented in this podcast and any associated video, blog, or social media is produced for entertainment and informational purposes only. Hitched 2 Homicide is not a legal authority, and nothing contained herein constitutes legal advice, factual findings, or editorial conclusions of any kind. All opinions expressed are solely those of the hosts and do not represent the views of any affiliated network, platform, or sponsor. All cases discussed are researched using publicly available sources, open records, court documents, and archived materials. We make every effort to ensure accuracy; however, we make no warranties — express or implied — regarding the completeness or reliability of the information presented. PRESUMPTION OF INNOCENCE:  All individuals referenced in connection with pending or concluded criminal matters are presumed innocent unless and until proven guilty beyond a reasonable doubt in a court of law. All individuals referenced in connection with pending or concluded civil matters are presumed not liable unless and until adjudicated otherwise by a court of competent jurisdiction.   Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

And updates abound!

This week we're discussing the (allegedly) post-grunge band Theory of a Deadman and their album Scars & Souvenirs, released April 1, 2008. Discovered by fellow Canadian Chad Kroeger (also of Nickelback fame), this band helped to further dilute an already tortured genre at a time when most people were ready to move on, enjoy!  In this episode we discuss new WWE event ideas aka the "Sack Match", remind people to go listen to Ike Reilly, how to be a secret fugitive, the dangers of mens' rights groups and boy power, night swimming with sharks, everything is Numb3rs, Lovecraftian Cyrano de Bergerac, how to stop a spouse from testifying against you, clever substitutions for heroin, and so much more! Hatepod.com | TW: @AlbumHatePod | IG: @hatePod | hatePodMail@gmail.com  Episode Outline: Top of the show "Do you hate it?" Personal History History of Artist  General Thoughts  Song by Song - What do they mean!?! How Did it Do Reviews Post Episode "Do you hate it?"

This is a catch-up version of James O'Brien's live, daily show on LBC Radio. To join the conversation call: 0345 60 60 973

Jim Griffin went on national television after the Supreme Court ruling and said the defense has evidence nobody's seen — including an unknown male DNA profile found under Maggie Murdaugh's fingernails. He said it wasn't properly investigated. He said it changes the case. And now the defense walks into retrial with subpoena power and the ability to build a full third-party culprit strategy around it.Eric Bland has seen more of this case's financial discovery than almost anyone outside the AG's office. He's been watching the defense signal its strategy for weeks — the DNA claim, Harpootlian's argument that SLED had tunnel vision from night one, the push for a venue change and attorney-led jury selection. He knows what the prosecution has to work with now that the Supreme Court has limited the financial crimes presentation. And he's making a prediction that splits the difference: reconviction is likely, but a hung jury is possible.In this interview, Bland explains what makes the hung jury scenario real, whether the unknown DNA has the forensic weight to support an alternative suspect theory, and why Creighton Waters may be walking into a fundamentally harder case than the one he won. He also answers a question nobody else has put to him — whether anything in the financial records he's reviewed could be reframed by the defense in their favor.The lawyer who built the state's motive case gives his blueprint for trial two.Join Our SubStack For AD-FREE ADVANCE EPISODES & EXTRAS!: https://hiddenkillers.substack.com/Want to comment and watch this podcast as a video? Check out our YouTube Channel. https://www.youtube.com/channel/UC8-vxmbhTxxG10sO1izODJg?sub_confirmation=1Instagram https://www.instagram.com/hiddenkillerspod/Facebook https://www.facebook.com/hiddenkillerspod/Tik-Tok https://www.tiktok.com/@hiddenkillerspodX Twitter https://x.com/TrueCrimePodThis publication contains commentary and opinion based on publicly available information. All individuals are presumed innocent until proven guilty in a court of law. Nothing published here should be taken as a statement of fact, health or legal advice.#AlexMurdaugh #MurdaughRetrial #EricBland #DNA #MaggieMurdaugh #Harpootlian #TrueCrime #SouthCarolina #HiddenKillers #ThirdPartyCulprit

Have you ever sat in a meeting about AI, nodded along, then thought, "I've got no idea what they're talking about, and I'm meant to be leading this"? If so, you're in good company.In this episode, I chat with Em and AI expert James Killick to answer the question every leader is quietly asking. In 2026, does AI get you promoted, or replaced?Here's the truth. AI isn't coming for leaders. It's coming for the leaders who live in the detail and do the work of the people below them. Your job hasn't changed since the Industrial Revolution. Take your people, your tools, and your budget, and turn them into something valuable.In this episode:Why AI replaces the technical work, not the leadership work, and who that puts at riskThe "automate last" rule, and why 9 in 10 AI projects failHow to treat AI like an over-enthusiastic intern, so your judgement matters more, not lessThe one mindset shift: lead AI inward, lead people outwardWhat to hand to AI first, and the 20% only you can doThe window is open right now. Move first and you get ahead. Sit still and you get left behind.Leadership Beyond the Theory June cohort is open. Doors close Friday 26 June. Join now: https://go.leadershipbeyondthetheory.com/————————Connect with James:Instagram: https://www.instagram.com/ai_orchestrator/LinkedIn: https://www.linkedin.com/in/james-killick/YouTube + Podcast: https://www.youtube.com/@james-killickJoin his FREE Skool community: https://www.skool.com/make-money-with-aiGet training or his DFY AI services: njin.co————————You can connect with me at:Website: https://www.yourceomentor.comFacebook: https://www.facebook.com/yourceomentorInstagram: https://www.instagram.com/yourceomentorLinkedin: https://www.linkedin.com/in/martin-moore-075b001/Youtube: https://www.youtube.com/@YourCEOMentor————————Our mission here at Your CEO Mentor is to improve the quality of leaders, globally. Your boss wants more with less. Your team wants less, full stop. You're stuck in the middle.Leadership Beyond the Theory is 9 weeks to promotion-ready leadership. 2,800+ leaders from 150+ organisations. 99% would recommend. Doors are now open for the June 2026 cohort, they close Fri 26 June!Join the cohort here: https://go.leadershipbeyondthetheory.com/ Hosted on Acast. See acast.com/privacy for more information.

Исследователь Валентин Иванников, после многих лет работы в Шанхае, опубликовал свой большой (6000 страниц) научный труд: Synergetic Ontology: Universe Topology.Synont™ Universe Topology — это не раздел науки. Это самодостаточная когнитивная операционная система: замкнутая логическая архитектура, которая разворачивается из единственной необходимой аксиомы (Пустоты) без постулатов, свободных параметров или внешней калибровки. В научном обиходе такая система называется "теорией всего" ("Theory of Everything"). Synont превосходит науку.Об этом всем мы и поговорили с Валентином, пытаясь в короткие 30 минут уложить огромное количество смыслов, открытий и изменяющих все подходов. Это экспромт-анонс: мы не режиссировали его содержание.***Официальный сайт: https://synont.com/Сжатая сводка трактата (8 страниц):https://doi.org/10.5281/zenodo.20195673Новости на https://t.me/synontПрофиль исследователя:https://orcid.org/0000-0003-4063-4078Приведённые детали Synont защищены юридической системой Lex Ontologica.

Jon Herold and Zak Paine open Episode 189 with a quick detour into a viral Sasquatch video (probably AI, possibly a guy in a suit) before tackling the newly released four-page ODNI report on global bioweapons labs and what it might mean for Anthony Fauci's accountability. A short segment pulled from Candace Owens covers a theory connecting the 2022 death of a man named Mark Liedy, who allegedly stole the explosive PETN from his job, his confidant Corey Comperatore (the firefighter killed at the Trump assassination attempt in Butler), and the Hezbollah pager bombing operation. Then the main event: the gifted and talented education program, known as GATE, and its possible ties to CIA mind development research. Jon walks through demographic and physical traits reported among former participants, binaural beats and Hemi-Sync training tracing back to the Monroe Institute's Gateway Program, code-breaking and Russian language worksheets given to grade schoolers, and the story of a friend who was approached by men claiming to be FBI agents decades after his own time in the program. The episode also covers Chase Brandon, who became a CIA officer at 18, spent decades undercover, and later became Hollywood's official CIA liaison.

Last Resort Network proudly presents its very own book club! Zach, Ben and Micah in three parts will work through Adam Smith's "The Theory of Moral Sentiments", a notable work that creates many of his moral arguments for his most famous work "The Wealth of Nations". The crew dig through Smith's thoughts on sympathy and seek to understand the foundational worldview that guides Smith's arguments. Join us for the final part!Instagram-@TheMovieVaultPodEmail us- themovievaultpod@gmail.comYouTube - https://www.youtube.com/@lastresortnetworkThis episode is brought to you by Point A Insurance (formerly Hedman Anglin Agency). Contact them at 614-486-7300 for your home and auto insurance needs. If you do contact them, make sure to tell them that Ben and Zach sent you! Visit their website for more information at www.PointAInsurance.com

Ever feel like you're constantly "working for your worth"? Most of us have internalized stories of unworthiness that shape how we think, feel, and relate to others. But what if your self-worth wasn't something you had to earn, but a birthright you've simply forgotten to honor?In this insightful interview, I sat down with therapist and author Dawna Daigneault, author of Understanding Self-Worth: A Guide to Worth Conscious Theory and Psychotherapeutic Practice. We dive deep into why "okayness" isn't enough, how childhood conditioning creates "lost worth stories," and practical, actionable ways to finally reclaim the truth of your inherent value. If you've ever struggled with shame or the feeling that you need to do more to be enough, this conversation is for you.Love the show? Subscribe, rate, review, and share!Here's How »Join the On Your Mind Community today:journeysdream.orgTwitterInstagramFacebookYouTube

U.S. foreign aid is undergoing one of the most tumultuous transformations in its history. The Department of Government Efficiency's dismantling of USAID and transfer of its remaining programs to the State Department upended the U.S. global development industry. But it's much more than a question of organizational charts and institutional responsibilities. At stake are fundamental questions about America's national interests, how the well-being of people in other countries should influence economic and trade policy, and the nature of public support for a long-term vision of development investment. Gayle Smith has faced those questions from a variety of vantage points — senior director for development and democracy on the White House National Security Council, USAID administrator, CEO of the ONE Campaign. In this episode of Theory of Change, she shares a candid assessment of where the fight for U.S. leadership in global development should go from here — and who should lead the charge.

Before anybody on your team makes a sale, builds a product, or delivers a service, they are logging into tools, running reports, and trying to piece together what to do next. Dave Crysler calls this admin overhead, the hidden time tax of figuring out what the work is before anyone can actually do it. In this solo episode, he breaks down how to flip the model: instead of making people pull information out of your systems, you push the contextualized action straight to them. It is technically a push, but as Dave explains, it is still working at the demand of the customer, and it is one of the cheapest ways to get capacity back without hiring anyone or buying anything. What You'll Discover: • Why the first hour of your team's day disappears before real work even starts • What admin overhead actually is, and why it never shows up on a report • The push versus pull reframe, and why pushing information is not the same as pushing work • How the full kit discipline from Theory of Constraints applies to office and sales work • What a pushed quote follow up looks like in practice, and the time it saved a two person team • The difference between automation and AI, and why accuracy is the trap most people miss • Where pushing goes wrong, and how to avoid creating a new firehose nobody reads • Why this is a process problem, not a software purchase, and where technology actually belongs • The one thing you can do Monday to start cutting admin overhead without spending a dime If your best people are buried in busywork and you keep thinking the answer is more headcount or another tool, this episode offers a different lever. Stop making your team hunt for the work. Push it to them, and let their time go where it actually matters.

Have you ever noticed that some people seem to effortlessly attract opportunities, meaningful relationships, and success, while others feel stuck repeating the same patterns over and over again?     On today's show, I want to explore the fascinating concept of Reality Transurfing, a framework that combines psychology, awareness, energy, and manifestation to explain how our beliefs, emotions, and attention may influence the experiences we create in life.     I'll share how practices like gratitude, visualization, and aligning your thoughts with your desired outcomes can help shift your mindset and actions and why focusing on lack, fear, and negativity may keep you stuck and what you can do instead to move closer to your goals.       If you're looking to better understand the connection between mindset and reality, and how to create the future you truly want, join me on today's Cabral Concept 3783, where we'll dive into Reality Transurfing and how it may help you achieve your biggest goals. - - - For Everything Mentioned In Today's Show: StephenCabral.com/3783 - - - Get a FREE Copy of Dr. Cabral's Book: The Rain Barrel Effect - - - Join the Community & Get Your Questions Answered: CabralSupportGroup.com - - - Dr. Cabral's Most Popular At-Home Lab Tests: > Complete Minerals & Metals Test (Test for mineral imbalances & heavy metal toxicity) - - - > Complete Candida, Metabolic & Vitamins Test (Test for 75 biomarkers including yeast & bacterial gut overgrowth, as well as vitamin levels) - - - > Complete Stress, Mood & Metabolism Test (Discover your complete thyroid, adrenal, hormone, vitamin D & insulin levels) - - - > Complete Food Sensitivity Test (Find out your hidden food sensitivities) - - - > Complete Omega-3 & Inflammation Test (Discover your levels of inflammation related to your omega-6 to omega-3 levels) - - - Get Your Question Answered On An Upcoming HouseCall: StephenCabral.com/askcabral - - - Would You Take 30 Seconds To Rate & Review The Cabral Concept? The best way to help me spread our mission of true natural health is to pass on the good word, and I read and appreciate every review!  

Jump in with Carlos Juico and Gavin Ruta on episode 291 of Jumpers Jump. This episode we discuss: McGraw textbook theory, Picture day theory, Disclosure day movie theories, Crazy Alien predictions, World Cup is a distraction theory, Ai theories, Guy who became an overnight Genius, Savant Syndrome, Fighting Robots, Predicting the future, New war theory, Future tech, Neurolink theory, Missing Malaysian Airline theory, Rothschild microchip, Love Island theory, Glamour magic, Faith, Believing in yourself, How to be successful, Deep talks, Subliminal meanings and much more! -Sign up for your $1 per month trial at https://www.shopify.com/jumpers -Download Cash App Today: https://capl.onelink.me/vFut/wh9pmopc #CashAppPod Cash App is a financial services platform, not a bank. Banking services provided by Cash App's bank partner(s). Prepaid debit cards issued by Sutton Bank, Member FDIC. Cash App Visa® Debit Flex Cards issued by Sutton Bank, Member FDIC, and The Bancorp Bank, N.A., pursuant to a license from Visa U.S.A. Inc. See terms and conditions for the Sutton prepaid card, Sutton debit flex card, and Bancorp debit flex card.  Discounts and promotions provided by Cash App, a Block, Inc. brand. Visit cash.app/legal/podcast for full disclosures. Follow the podcast: @JumpersPodcast Follow Carlos: @CarlosJuico Follow Gavin: @GavinRutaa Check out the podcast on YouTube: ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠https://bit.ly/JumpersJumpYT Learn more about your ad choices. Visit podcastchoices.com/adchoices

One of the hottest conspiracy theories this year has been about the 15 dead or missing 'scientists' who worked in the areas of physics, space exploration, or UFO's. On today's show we discuss conspiracy theories in general, and then dive into this particular example. Should we be concerned about the purported rash of deaths, suicides, and disappearances in the space-travel community? ‘Bench Talk: The Week in Science' is a weekly program that airs on WFMP Louisville FORward Radio 106.5 FM (forwardradio.org) every Monday at 7:30 pm, Tuesday at 11:30 am, and Wednesday at 7:30 am. Visit our Facebook page for links to the articles discussed in this episode: https://www.facebook.com/BenchTalkRadio

What does great leadership actually look like? Can you make a difference even if you're in the middle of the hierarchy? "If you think you're too small, you've not spent the night under a bedsheet with a mosquito." In this episode, educator and Deming practitioner Balaji Reddie explains why W. Edwards Deming was far more practical about leadership than many people realize. Drawing on both The New Economics and Out of the Crisis, Balaji shares stories and examples that bring Deming's 17 principles of leadership to life. From creating trust and joy in work to understanding variation, coaching people, and improving systems, this conversation challenges conventional management thinking and offers a clear path toward transformation. TRANSCRIPT 0:00:02.2 Andrew Stotz: My name is Andrew Stotz and I'll be your host as we continue our journey into the teachings of Dr. W. Edwards Deming. Today I'm continuing my discussion with Balaji Reddie, who is an educator and trainer in the teachings of Dr. Deming and quality management generally. And the topic for today is Principles of Leadership. Balaji, take it away.   0:00:27.9 Balaji Reddie: Good morning. Thank you so much, Andrew. We had left our last session with that, we'd be dealing with this. And of course, Dr. Deming gave us the outline of Profound Knowledge and he gave us 14 points. He also gave us the deadly diseases and the 16 Obstacles. So people often talk about the diseases, but very often they forget the obstacles. And there are 16 of them which he highlighted for us. And if you think that they're outdated, they're as relevant as they ever were. So you need to keep revisiting those. I think if you start working on removing the obstacles, it's like you're taking your foot off the brake rather than pressing on the accelerator.   0:01:11.3 Balaji Reddie: So you're removing the things that actually stop you before you actually take things forward. But nevertheless, we start with point number 14 where he says, take action to complete, to make the transformation. And he says that there should be a critical mass of people that you need to educate and train and get them on the same page as you are. I'm gonna quote Hazel Cannon here, who is current president of the British Deming Forum. And she talks about the time when she was very young and she attended the Deming four-day seminar, I think in Birmingham. And at the end of those four days, she was overwhelmed as you normally are when you hear how the man speak. And he spoke... He wanted you to make drastic changes. It's not just tinkering here and there.   0:02:08.2 Balaji Reddie: And so she went up to him and she said, "I'm really taken up by what you just said." And then she made a statement, "I'm too small to make these changes in my organization." I believe she worked as a lab assistant in a chemical manufacturing company. They used to make chemicals for cosmetics. So she said, "I'm too small." And Deming just interrupted her and said, "Never think you're too small. If you think you're too small, you've not spent the night under a bedsheet with a mosquito." So make a change where you are and take it from there. So I would like to now quote Dr. Deming from Out of the Crisis. This is Plan for Action: Take action to accomplish the transformation. So he writes there, there are three points and then I'll come to what he writes below that.   0:03:01.8 Balaji Reddie: So he says, "Management in authority will struggle over every one of the above 13 points, the deadly diseases, and the obstacles. They will agree on their meaning and on the direction to take. They will agree to carry out the new philosophy. Management in authority will take pride in their adoption of the new philosophy and in their new responsibilities. They will have courage to break with tradition, even to the point of exile among their peers." So he talks about courage. He talks about courage of conviction. And then he says, "Management in authority will explain by seminars and other means." So I think he leaves it to people of the ways and means. And now today there are a lot of means of doing that. DemingNEXT is one of them. And he says, "To the critical mass of people in the company why change is necessary and that the change will involve everybody."   0:04:00.9 Balaji Reddie: Now he writes something very interesting. He says, "This whole movement may be instituted and carried out by middle management speaking with one voice." So he gave instructions. Why are people saying that he did not tell us what to do? It is just that he expected maybe a lot. And now let's get to that middle management and what he expected. He says here... Let's see here. I'm coming to chapter four now in The New Economics where he says, "A System of Profound Knowledge. The aim of this chapter: the prevailing style of management must undergo transformation." So we just heard that, that what we need to do. And he says, "A system cannot understand itself. The transformation requires a view from the outside. The aim of this chapter is to provide an outside view, a lens that I call a System of Profound Knowledge.   0:04:59.7 Balaji Reddie: It provides a map of theory by which to understand the organizations that we work in." Then he says, "The first step is transformation of the individual. This transformation is discontinuous. It comes from understanding the System of Profound Knowledge." Then he says that "the individual, once transformed, will set an example." So setting an example, I believe, is doing the right thing under adverse circumstances, when you stick to your principles despite the fact that there is an easier way out. As they say, choosing a path between good and bad is easy, you choose good. But good and better, you need to make the right choice. And that needs profound knowledge. "So be a good listener," he says, "but will not compromise. Continually teach other people and help people pull away from their current practice and beliefs and move to the new philosophy without a feeling of guilt about the past."   0:06:02.7 Balaji Reddie: So he explains to us what was needed here, right? And he says this is what we actually need to do. Now I'd like to, I mean, I'll be referring to a document. I don't know how we're gonna get this to people, but for the Principles of Leadership. All right, I think I'll have to send this over to you later, but we will do that. So in the Principles of Leadership, just come to them. I am quoting again from both Out of the Crisis and The New Economics. So you will find this there when he speaks about what needs to be done. Modern Principles of Leadership. And he says, "The modern principles of leadership will replace the annual performance review. The first step in a company will be to provide education in leadership." So that would be introducing people to profound knowledge from what we just heard. Then he said, "The annual performance review may then be abolished." Of course, that will take time. "Leadership will take its place, and this is what Western management should have been doing all along."   0:07:12.6 Balaji Reddie: So he says, "The annual performance review sneaked in and became popular because it does not require anyone to face the problems of people. It is easier to rate them, focus on the outcome. What Western industry needs is methods that will improve the outcome." And he says, "Suggestions follow." So first, institute... The first principle. "Institute education in leadership: the obligations, the principles, and methods." And so I think introduction to the System of Profound Knowledge will help. And then after profound knowledge has been sort of brought to the notice of... Of bringing to the notice of the people then you get into perhaps teaching them about 14 Points, et cetera.   0:07:57.8 Balaji Reddie: Comes the second principle. He says, "Ensure more careful selection of people in the first place." So choosing the people, he says again, now here's where it requires you to understand the purpose of what you're doing, purpose of your organization, purpose of the people you're looking out for and making this change. Because when you know your purpose, you know the aim, then you can choose people in the right way. And I believe he said this somewhere, it's a combination of education, training, skills, and experience. So we need to combine these four factors in choosing the right people. Then he says, after selection of the people, ensure better training and education. So we fine-tune all of their... He says a complete background. He said their aspirations, their goals.   0:08:54.2 Balaji Reddie: I kind of borrowed this idea from a company here in India where they had this thing called roles, responsibilities, and objectives. And they used to meet once in a month, but once in a year they used to decide. So the top management, the HR, would sit down with each and every employee and say that, "In this calendar year, this is what we intend to do and this is what we expect from you." And in turn, they used to ask the employee, "What do you expect from us? Because this is what we want from you." And then the employee had a chance of putting forth what he or she wanted, the management, what help they needed. And I think this is where we have to be... It's a give and take. And they didn't just meet once a year; every month they would meet and the question was, "How are we doing?" not "What have you done?"   0:09:51.1 Balaji Reddie: So I think it wasn't a traditional appraisal. If there was any appraisal, it was appraising what top management were doing or intended to do and not so much the employee. I thought that was a good move. So that's what we need to do here: better training and education. Principle number four states: "A manager understands and conveys to his people the meaning of a system. He explains the aims of the system. He teaches his people to understand how the work of the group supports these aims." Now, here's where, you know, when you talk about, say, hiring people in the first place, when you bring in new employees, I believe that there should be a special session by people inside the company who have stayed the longest, who served the company the longest, especially during their bad days. Because the employees need to know what really happened and how the company survived and how we were resilient, we came back despite all the problems that we had.   0:11:00.7 Balaji Reddie: And the historical perspective, especially if there's someone who's in touch with the founding members, that would be a great boon. I know nowadays we talk about the older companies, obviously none of the founders are there, but if there is such a person, exchanging those ideas with the young employees would definitely make a difference. So they would then understand the purpose, the aims, and how your work supports these aims. I think it's the best way to do that. But what I see right now in companies and I'm being very specific about this, because today when new employees join the company, they have an orientation, they have onboarding, as they call it, but that's done by a rookie, someone who's just joined the company and is just making...   0:11:46.8 Andrew Stotz: [0:11:46.8] Following a checklist?   0:11:48.1 Balaji Reddie: Exactly. Like a PowerPoint presentation. They don't talk about the history of the company. And I think there has to be an emotional connect before there is a logical or an intellectual connect. That emotional connect, I think, then makes you feel that pride and you feel good about coming to work and you say, "Oh, I did not know." So I believe this fourth principle is important in that sense, in the way to do that. Now, he says that... Principle five says he helps...   0:12:19.7 Andrew Stotz: By the way, do you know what chapter are you in?   0:12:23.9 Balaji Reddie: Oh, I have combined.   0:12:27.9 Andrew Stotz: Okay.   0:12:29.4 Balaji Reddie: I took some of the text... Okay. If you want to see here, this is management of people, all right? In that chapter. So I've taken... There are 14 principles there, management of people. In the new edition of The New Economics. It appears...   0:12:48.2 Andrew Stotz: So chapter six.   0:12:50.2 Balaji Reddie: Chapter six, yeah. That's chapter six...   0:12:51.8 Andrew Stotz: Yep.   0:12:52.6 Balaji Reddie: All right. And he talks about pictorial effect of transformation, and then he talks about management of people, role of a manager of people. So there were 14 there, but in Out of the Crisis, the first three which were there, he did not include here.   0:13:10.0 Andrew Stotz: Okay. I just just asked...   0:13:11.0 Balaji Reddie: So I just included those. Yeah. No, so that when people read the book, they could read it clearly, right? So, yeah. So he says now principle number five, which in Economics is principle number two or three, right? He says "he helps his people to see themselves as components in a system, to work in cooperation with preceding stages and following stages toward optimization of the efforts of all stages towards achievement of the aim." So we want optimization, not compromise. So you need to sit together. Just if I were to ask a simple question to you, Andrew, and without thinking, if I were to try to answer this question... Okay. I presume you know how to make a cup of tea.   0:13:58.7 Andrew Stotz: Yes.   0:14:00.1 Balaji Reddie: So what is the first step?   0:14:02.7 Andrew Stotz: For me, boil water.   0:14:04.6 Balaji Reddie: Boil water. And what if I say that's not the first step?   0:14:12.0 Andrew Stotz: Well, first of all, I think you probably have more experience with tea than I do, but I have more experience with espresso, probably. But anyways, go ahead and tell me.   0:14:20.9 Balaji Reddie: Okay. The first question is, whom am I making a cup of tea for? So what I just tried to convey is it's not natural to think about the customer. And so the first step is, for whom is the cup of tea? If it's the person...   0:14:30.8 Andrew Stotz: Grandma.   0:14:40.7 Balaji Reddie: That's right. If she's diabetic, then you would not need sugar. So you gather the ingredients accordingly. If he wants black tea, you don't take milk, right? And that's the point he's trying to say here. When you look at different stages, every every person has a customer. So the first question is, who is my customer?   0:15:07.1 Andrew Stotz: Right.   0:15:07.4 Balaji Reddie: And that part of profound knowledge, understanding psychology, I mentioned this last time, is empathy. The word empathy captures this. So you go to the next process as, "Whom am I doing this work for?" and sit down with that person and say, "What do you expect from me? How may I help you?" And that's what decides what you're gonna do. So this this fifth principle here, that he helps his people see themselves as components, I think this is important. The next process is your immediate customer, and the rest of them are customers in a very oblique sense. But what you do is critical to the next person in line, right? So you always spend extra time with that person and of course the other people down the line who your work is gonna be impacting over a period of time, right? But these are the... This is the first step you find out. So who's my customer? So that's principle five.   0:16:09.0 Balaji Reddie: Principle number six: now this comes under psychology again, that a manager of people understands that people are different from each other. He tries to create for everybody interest and challenge and joy in work. Now, if you look at the theory of knowledge, what exactly did he give us when he brought that component of profound knowledge into play? He says that theory is a statement that conveys knowledge by relating cause to effect. So I repeat, theory is a statement which conveys knowledge by relating some cause to some effect. It fits without fail all the observations of the past and helps us predict the future with the risk of being wrong.   0:17:04.7 Balaji Reddie: So I'm gonna repeat this whole statement again. Theory is a statement which conveys knowledge. How? By relating some cause to some effect. It fits without fail all the observations of the past and helps us predict the future with the risk of being wrong. So no amount of examples can establish a theory, and even one example can lead to either abandonment of the theory or modification of the theory. That's what he kept saying. Now, how does this work? So he says it's a system of learning, and all of us have this built in, right? Now, he came from the school of Clarence Irving Lewis, Mind and the World-Order. And if you read that book, Lewis says all knowledge is a priori, it's based on what you already know.   0:18:00.9 Balaji Reddie: For example, let me take this example here. Now, suppose I were to start describing the road to my house. Now, you've not been here, but if I start saying that the road bends towards the left and then there is a command you get to see, now you start constructing a picture in your head based on what you have already seen. It's not the same. That's your theory, right? And then when you actually visit, you say, "Oh, it's the difference between theory and what I actually saw," and then you change your theory. So theory is... It's natural. All of us think naturally like this. And that's why he says here that people are different from one another and we need to celebrate those differences. All of us are born with the system of learning, but not all of us learn the same way.   0:18:49.8 Balaji Reddie: There are some who learn by watching, there are some who learn by doing, there's some who learn by reading, there's some who learn by writing. For some people, one word is enough. You utter a word and they say, "I got it." And for some people, you have to repeat the statement maybe 10 times, 11 times, and then the 12th time you repeat it, they say, "Okay, I got it." Now, is that wrong? We're just different, right? And that's why he says here that we need to understand the learning process of people. And when you understand the learning process of a person and then put that person in the right job, you'll have to stop that person from working. That was his definition of joy in work. People enjoy their work when they realize it resonates with them.   0:19:40.4 Balaji Reddie: And how does that resonance come in? When you under... And because this is so difficult to do, we just throw the responsibility on them by saying, "Here's the target." So the target actually distracts them when actually you should be working on understanding their learning process. So it's a lot of hard work. And sometimes people are motivated enough to discover it themselves, which is great, but we need to create that atmosphere for them to enjoy their work. So interest, challenge, et cetera, he tries to optimize. Now, here's the key. This is beautiful. He tries to optimize family background, education, skills, hopes, and abilities of everyone.   0:20:21.7 Balaji Reddie: So this is not ranking people, very clear. It is instead recognition of differences between people and an attempt to put everybody in a position for development. I think this is one of the most important principles in getting things done. When I teach this to the HR students in my college, I keep saying that I don't think you should call this science as human resource management, because the definition of a resource is obtain it, shape it, use it, and throw it away. We don't wanna do that. I think we should change the title of that department to Department of Learning, because that's what exactly this is all about, and it's learning in both ways where you are trying to understand their process of learning and in effect, you're trying to understand how the company is going to be learning.   0:21:17.0 Balaji Reddie: So you put this in... So this principle, he says, combine all of these things: family background, education, hopes, I love that word. Because if you see one of the things that people talk about, customer satisfaction, I think Deming was the only person who said customers should be happy. Not just satisfied, happier, right? Now comes the next principle. "He is an unceasing learner." So you can never say, "I know it all." Unceasing learner, he encourages his people to study. And I think this fits Dr. Deming himself. He made no excuses to learn. "May I not learn," he would keep repeating that. And I remember Bill Cooper getting irritated and said, "The last time I met you, you said this, and now you're saying this. I got that on tape." He said, "Well, you got this on tape now." He said that, "I do, I learn. And as I learn," he said, "that could have been under different circumstances that I said that, but I'm saying this."   0:22:22.4 Balaji Reddie: And so you keep learning. And he encourages his people to study. The word is study. And he provides, when possible and feasible, seminars and courses for advancement of learning, encourages continued education in college or university for people that are so inclined. So I think this bit is in many places getting to be a part of the systems in most companies. I've seen that happen now, which is a good sign. But it doesn't end there, there are a lot of other things to do. This was the Principle 7 in the list of 17. Now comes Principle 8, and this is so difficult to look at. He says "he's a coach and a counsel, not a judge." You judge people, they shut up.   0:23:15.4 Balaji Reddie: So he says coach and counsel. When they need help, guide them, show them the path. Sometimes maybe you need some help in doing that, well, go ahead. So that was principle number eight. Principle number nine says "he understands a stable system. He understands the interaction between people and the circumstances that they work in. He understands that the performance of anyone that can learn a skill will come to a stable state." Now, this is amazing. He said this way back in the 1950s when he was in Japan teaching them the control chart, where he took one example where he says that further training to the worker and the process was still in control. And he says, "I think he's reached the limit of his learning. He perhaps needs to be taken to another process or maybe given something more challenging so that we can develop the learning process."   0:24:17.6 Balaji Reddie: So he was speaking about this way back in the 1950s, which today you can say comes under understanding psychology through variation. And he says, upon which furthest the lessons will not bring improvement of performance, and a manager of people knows that in this stable state, it is distracting to tell the worker about a mistake, because he says you'll actually then demotivate someone. So these three principles...   0:24:44.1 Andrew Stotz: Because a mistake may be just normal variation, or are you saying... Okay. Yep. Okay.   0:24:51.0 Balaji Reddie: Yeah. I mean, it could be anything, right? But if you are highlighting that when he's already reached a stable state, it could just work in a detrimental way, the opposite direction.   0:25:05.4 Andrew Stotz: Ultimately you've reached your goal. A steady state is fantastic.   0:25:07.4 Balaji Reddie: A steady state. And then now you say if you want him to... Anything better here, I think you need to move him out from there, since maybe he needs to be given something either more challenging or whatever it is. But use of psychology and variation together. If people are saying that he spoke about this in the 1990s, he actually spoke about this in the 1950s in Japan. And I have proof. If you go and check Elementary Principles of the Statistical Control of Quality, the series of lectures that he gave in Japan, you will see this in one of the chapters, very clearly stating what needs to be done.   0:25:47.9 Balaji Reddie: Now we come to the next principle, which is... I don't know how to explain this, but it's amazing. He says that "the leader has three sources of power: authority of office, knowledge, and personality and persuasive power, tact." So authority, that's your title, knowledge, and personality. Now, personality, persuasive power, and tact is more of a personal thing. It is something that is an attribute. Authority is the title you're given. I think the only thing that you can really work on is your knowledge. And he says that a successful manager of people develops knowledge and personality and persuasive power, does not rely on authority of office. He nevertheless has obligation to use his authority, a source of power, for him to bring changes. He says that maybe some drastic changes to equipment, to materials, to methods, and to reduce variation.   0:26:55.0 Balaji Reddie: So he attributes this to a gentleman, Dr. Robert Klekamp, or Klekamp, I don't know how to pronounce that. So he says, "He in authority, but lacking knowledge or personality, must depend on his formal power. He unconsciously fills a void in his qualifications by making it clear to everybody that he's in position of authority, his will be done." So I think he said if things needed to be done and if he's being guided the right way, then he has to bring his authority into power. I think this brings me to one of the interactions he had with... Was it James McDonald at Ford? When he made him stand up and asked him, "What is your job?" And he said, "I'm vice president, manufacturing," and he sat down. Deming said, "Stand up. That's your title, not your job." And then for the next half an hour, he grilled him on what his job was. And after half an hour, he still didn't get an answer. He said, "You don't know what your job is. Do you think other people in the company know what their jobs are? I think you're running a mess here."   0:28:02.2 Balaji Reddie: So Jim McDonald, instead of feeling insulted, took it in a very different way. Though he said, "I did feel that I wanted to resign and just walk out of there," but he said, "I knew this man was onto something." And that kind of thing of authority of office, I think he did not like if people used it for the wrong reason, but he wanted them to develop knowledge, personality. Personality, well, I think again, on the soft side, persuasive power tact. Not all of us have that, but I think we are living in a knowledge economy, so knowledge would be the key here. And he also says that if you're in a position of authority, use this to get the right work done.   0:28:47.3 Balaji Reddie: Then next he says "he will study the results with the aim to improve his performance as a manager of people." So when the system is not getting what it's supposed to do, then he does not put the blame on the people. He says, "I have... I may be going wrong somewhere." I'd like to share an example of my father in Japan. My father was in Japan in 1964, I said this last time. And he was on this Asian Overseas Technical Scholarship, AOTS. And they run these courses even today. They have three-month, six-month, nine-month, and one-year courses. And from what I remember my father telling me, it's integrated in the sense, I think he was there for six months. So during the morning sessions, they used to have classroom training, sitting in a classroom. And in the afternoon, post-lunch, they would go and work in a company, and that was like their intern. And so it was a combination of theory and practice taking place almost every day.   0:30:02.4 Balaji Reddie: Now, what happened there was on the first day... And that's where he started working with Showa Electric, and said they were called the interns. So on the first day, he was taken to the company and was introduced to his supervisor. The supervisor took him on the shop floor and introduced him to the team that he would be working with. And then, while he was leaving, that supervisor said, "I just need to tell you this, that we also form what is called as a quality circle." And this was... The quality circle movement started in 1962, so '64, the quality circle. And so my father said, "I don't know what you're talking about." And he said, "Well, this is something new. So would you like to be a part of it?" Because quality circle is voluntary, not mandatory. They make you a part of the quality, so if you want to be a part of the quality circle. It's not imposed on you.   0:31:05.0 Balaji Reddie: So my father said, "I need to talk to my teacher, my sensei, at the class." He said, "Yeah. You can talk to him." So he went back to the class the next day in the morning, he asked the teacher, the sensei, that this is what they said. He said, "Oh, it's a very good system. You can become a member of the quality circle." So on the second day, he said, "Yes, I'll be a member of the quality circle." "Great," he said. Now, on the third day, his actual work started. Now, they used to make television screens, CRO, et cetera. And one of the steps there was soldering. They had to solder. And the soldering was the dip soldering. You had to take the printed circuit board and dip it into the solder bath and take it out. Of course you were to... There was a technique.   0:31:52.8 Balaji Reddie: And so his job was that. His first job that he was assigned is to do soldering on these PCBs. And so the supervisor himself sat with my father and demonstrated 10 to 15 times how to do it. Then he told my father, "Now you do it." And then he was guiding him, and he made him make around 10 pieces until he said, "Okay. Now you're getting it right." Okay. Now he said the ground rules. If by any chance you press it down too hard or you keep it too long because of the extreme heat, there will be a superficial crack on the PCB. And that would not be something that affects the customer right away, but over a period of time, it can result in the board cracking and the radio not working. So when you see a superficial crack, you're supposed to pull the cord. There was a cord there. And when you pull the cord, the supervisor will come and help you. Fine.   0:32:56.1 Balaji Reddie: Now my father started doing his work, and his fifth or sixth piece developed a crack. Now, he said, I don't want to sound derogatory, but the Indian in me caught up. Should I report this? What would he think? I hardly left this man alone, and his fifth piece is a rejected piece. And he said, I did not want to pull that cord. But then... He said that, he told me, "Please pull the cord," I decided, let me go ahead and pull it. So when he pulled the cord, a red lamp went on there, and there's a big siren that went on. And the supervisor came running and turned off the siren and turned off that lamp and said, "What happened?" My father showed him the crack. So he said, "Okay, no problem." He put it aside. He demonstrated to my father 10 times again how to do it. And then he made him do it 10 times till he said, "Ah, see, you did this." And he got it right. Now he said, "Let's continue production."   0:33:58.8 Balaji Reddie: Now they went away and now my father got it right. After an hour or so, or maybe two hours, they had their tea break. And they were sitting around a table. Now, this was the quality circle. So the supervisor got up and started speaking in Japanese. Now, this was my father's third day there, so obviously he did not understand what was going on. The only thing he knew that they were referring to him because they could not pronounce his name properly. So instead of Reddie, he was being called Leddie. So Leddie-san, Leddie-san, Leddie-san. So my father said, "I knew he was talking about me." And he said, "I felt so ashamed, I was looking down at my cup of tea rather than looking up." And then when I looked up, he said, all of them were looking at him in admiration and the thumbs up sign. And he was wondering what the hell just happened.   0:34:51.0 Balaji Reddie: And at the end of it, when that supervisor stopped speaking, they all clapped. They clapped. And as they dispersed, each one came and held his hand and they went away. And now my father told the supervisor, "What did you tell them? Did you tell them I made a mistake?" He says, "Yes, yes, I did tell them that." He said, "Then why are they complimenting me? Why are they... Why did they clap? Why did they clap for me? Why are they shaking my hands?" He says, "They're shaking your hand, they're clapping, and they're complimenting because you pulled the cord." So he said, "What do you mean?" He says, "Well, we have a saying here, here in Japan, if after explaining to a person 10 times how to do something, if the person still makes a mistake, then there's something wrong in the way I explained it." So this bit over here is he will study results with the aim to improve his performance as a manager. Don't blame the other guy. What am I doing wrong?   0:35:54.0 Andrew Stotz: You hired him, you train him.   0:35:56.4 Balaji Reddie: Yep. So when Jack Welch used to say, "Sack the bottom 10% of the people every year," and he called them dead wood, well, I would say when you hired them, they weren't dead. You killed them. So that was principle number 11. Now principle number 12 is where he combined both variation and psychology together. He said "he will try to discover who, if anybody, is outside the system, in need of special help." So he draws a normal curve. I'll pass on this document to you so you could share it along with the podcast. And he says here that people belong to the system. These are people who need not be ranked. But a person outside the system on the lower side needs special help. People outside the system on the higher side, well, we need to take the system to that level to improve the system.   0:37:08.4 Balaji Reddie: So he talks about that. He says this can be accomplished with some simple calculations. If there be an individual with figures on production or on failures, special help may be only simple rearrangement of work. It might be more complicated. He in need of special help is not in the bottom 5%. He's clean outside that distribution. So he's trying to use the understanding of variation in a very different sense to understanding people. And he says that we try to reduce that variation in performance between people. That's the job of the system. So this is principle 11 and 12.   0:37:51.0 Balaji Reddie: Now you come to principle 13: "he creates trust." And that creates trust, I would believe, it's a two-way process. And he creates an environment that encourages freedom and innovation. That is the environment where people are unafraid to make mistakes. Because we learned that theory is not the opposite of practice; it's a guide to better practice. And we need all of us working together. And that trust, I think, has got a very funny meaning in my country. I keep joking about this. In India, trust is we will lie a little less to each other. But that's not what this is. We need to be straight honest with each other. And honest is you can only do that by example. Like what happened in my case. I remember when we had installed the ERP system in our company, and there are interlocks. And I remember there was a backlogged order. And I knew that because when we did not deliver the order on time, I negotiated with the customer and I got the delivery date postponed.   0:39:08.0 Balaji Reddie: Now I was trying to test the ERP that month. So I said, let me see if the ERP can capture this because it should show it as a backlogged order. But it showed it as an order that was to be delivered on the new adjusted date. And I said, "How did that happen?" Because that should not have changed. And so I called my assistant. I said, "This should be in backlog. Why is it showing me as a spillover order?" And he said, "No, I changed the date." I said, "Why did you do that?" And he said, "No, because the finance guy will get angry with me." And I said, "That is my problem." I said, "When I told you you're not supposed to change that date..." And I removed his administrative powers in changing the date so that he could not change the date in the system.   0:40:01.7 Balaji Reddie: I removed his powers. And he apologized profusely and said, "Please let me." I said, "No." So till the day I resigned, I kept it. I said, "You're not gonna be doing this because it's not a question..." I said... If I had succumbed to that Andrew, they would have lost my trust. They would have thought that, "Oh, Balaji just talks. He doesn't walk the talk." I said, "No, you're not supposed to do this. We are trying to go by a system. Let's go by the system." So I think you can only create trust through example, through demonstration, if I may say so, and especially under adverse circumstances that you need to demonstrate this.   0:40:46.1 Balaji Reddie: Principle number 14: he says "he does not expect perfection." I think that even he said it in principle of variation. Principle 15: he says "he listens and learns without passing judgment on him that he listens to." This is an extension of the previous points. Principle number 16: he will hold an informal, unhurried conversation with every one of his people at least once a year, not for judgment, merely to listen. The purpose would be development of understanding of his people, their aims, their hopes, and their fears. This meeting will be spontaneous and not planned ahead. So there should be no bias, like an audit.   0:41:41.5 Andrew Stotz: Right.   0:41:42.2 Balaji Reddie: And lastly, principle number 17: "he understands the benefits of cooperation and the losses from competition between people and between groups." So these were the 17 principles of leadership, the beginning of transformation. I think there can be nothing more to do than this. He was so clear in what he wanted us to do. I wonder why people say that there was no method.   0:42:16.5 Andrew Stotz: Yeah. He definitely outlined a lot of stuff there. One of the questions I had for you on that list is, what do you say to people that say that he's kind of a dreamer? The idea that you can sit down with your employees and have this time and everybody's so busy and just talk about your fears and your goals and all that stuff where we live in this age of, we've gotta get the result, we've gotta be focused. How do you respond to that?   0:42:51.1 Balaji Reddie: Well, I say give this a try. All right? You've done it your way, right? You've done it... Let's just forget about it, and you're seeing what's happening. You want a change, you gotta do something different. So why don't you go by what this man is saying? And if you say that, you know, a dreamer or whatever, well, I'd like to quote John Lennon here: "You may say I'm a dreamer, but I'm not the only one."   0:43:16.8 Andrew Stotz: Yep. Yep. Yep. And what do you say for people that feel that you gotta have these targets and goals and KPIs to get the most out of people? And when we think about what Deming's talking about, we're talking about this intrinsic motivation. But it's scary for people to think. It's a lot more comfortable to have these goals and structures than what you could argue is a little bit more unstructured. And how do we balance that? And obviously Deming wasn't saying don't have goals.   0:44:02.1 Balaji Reddie: Yeah, yeah. I think Henry addresses this very well in his 12-day course where he has a specific section on goals, et cetera. And he talks about how Deming said that there are some things called facts of life. Facts of life is, okay, we need to turn out, we need to generate so much of revenue this year because we need to pay for all our salaries and blah, blah, blah, blah, blah, and then we need to have some money for the future. So we need to make so much of money this year. Now that's not a goal, that's a fact of life. But when you are bringing that number out and showing that to everyone, please also indicate to them how we intend to achieve that. Don't just leave it to them and say we need to do this.   0:44:54.4 Balaji Reddie: Okay. I'll give an example here. I don't want to sound... It may sound a little self-serving, but okay, take it in the right spirit. I remember when we had our first strategic meeting at my company, and my boss... Okay, was... He said... I think 20 of us sitting in the room and he said, "Last year, our target was 30 million and we're getting there and we're doing a great job. So this year we're gonna aim for 45 million." Now when he said that, I just put my hand up and he said, "Yes." So I said, "Why 45 million?" And he just stared me down and he looked up at everyone and said, "That's it. Meeting dismissed." He just walked out. These are those days when you had... You know the OHP? You know the overhead transparencies, the projector?   0:45:56.9 Andrew Stotz: Oh, yeah. Overhead transparencies, yep.   0:45:58.8 Balaji Reddie: Yeah. So he had the transparencies, and he just took them and walked out. And all the guys came to me, "Are you mad? You're questioning the owner of the company? Are you nuts?" And I was thinking, "God, what did I say wrong?" And then we started going back to our cabins, and when I sat down at my desk, the phone rang, and it was boss. And he just uttered one word, "Come." So when I was walking towards his cabin, I was thinking to myself, "Nice company, nice friends." And then I knocked on the door, and he said, "Yeah, yeah. Come in." He said, "Sit down." And then he said, "Shut the door." He said, "What the hell were you trying to do today? Are you trying to mock me?" I said, "Please, why would I want to mock you, boss? I wouldn't want to mock you. I just wanted to know why 45 million."   0:46:52.9 Balaji Reddie: He says, "All right." And so he took out what is called the blue book, where we have the yearbook, what happened in our country in the last one year. We have these books that get written, right? So he said, "Look, this is growth in our country in industry. This is our... Sector that we are in, and we are in the organized sector in this industry. And the year-on-year growth for the last five years has been this, and this year the expected growth is so much. And can I expect at least 3 or 4% of that growth?" I said, "Of course, why not?" He said, "That, son, is 45 million." So I said, "Why didn't you tell me this? That's all I wanted to know." He said, "You think these asses..." He was referring to my other colleagues... "Would understand?" I said, "Boss, if I can understand, they can understand. It's one and the same." "Okay. Let's meet tomorrow."   0:47:52.1 Balaji Reddie: So the next day we met again. And he said, "Yesterday, when I uttered 45 million, this genius asked me why, and so I'm gonna tell you why." And he went on to explain. After he finished explaining, my sales guy... Sorry, my marketing guy got up and he said, "I have something to share." "Okay, please come forward." He put the transparency. And he had listed there the top 10 selling items in my company based on revenue, based on profits, and based on quantities. Top 10 for each. There were three products that were common to all the three. So obviously he was sending a message to us, that we had to attain our targets, at least by focusing.   0:48:44.8 Balaji Reddie: The moment he showed that, he underlined these three, the sales guy put his hand up and said, "Yes." "That second product you underlined, our competitor is selling it as a package with another product, but we don't seem to have that on our list." So the R&D guy got up and said, "Could you tell me what the part number..." And he says, "It's part number so-and-so." He said, "Hang on, I've already developed that." You know what was happening, Andrew? We were talking to each other. And that meeting went on for three and a half hours. And at the end of the three and a half hours, all of us knew how to attain 45 million.   0:49:23.8 Andrew Stotz: I thought you were gonna ask a question on the second day, "Hey, boss, so 45 million, why is there no market share gain of our business that we're growing faster than the industry?"   [laughter]   0:49:41.4 Balaji Reddie: So anyway, but this was... This is what I think goals should be transparent in this sense, that why are we giving you this number? And more importantly is the discussion that happens is how are we gonna do this? It just doesn't happen by itself, right? And if you leave it to people, they start distorting numbers, right?   0:50:03.8 Andrew Stotz: Yeah.   0:50:04.2 Balaji Reddie: As Brian Joiner said, "Distort the data, distort the system, or distort both."   0:50:12.2 Andrew Stotz: Yeah. And we're working on a growth plan for my coffee business.   0:50:19.0 Balaji Reddie: A growth.   0:50:19.6 Andrew Stotz: And really what it comes down to is three things. Number one, are we as the owners gonna hire more salespeople? Because salespeople bring in revenue.   0:50:36.3 Balaji Reddie: Right.   0:50:37.0 Andrew Stotz: Number two, are we as the owners going to develop together with the rest of the team a higher value-added offering...   0:50:50.6 Balaji Reddie: Wow.   0:50:50.8 Andrew Stotz: That we can bring more value than what we're bringing right now, which would bring potential customers to us and allow us to sell more easily. Or are we as the owners going to buy another company?   0:51:07.8 Balaji Reddie: Oh, okay.   0:51:09.2 Andrew Stotz: So those are the three things. And Dale and I have been discussing each one of those in a lot of detail, testing out and debating and discussing. But those are the type that... When it comes to growth, that's just... We know the growth we can produce with no change. And that's in line with the inflation rate or whatever the economic growth, for sure. But as long as we don't lose people on our team or something like that. But to go to our team and say, "How are we gonna grow faster?" Well, that whole point is we can see. Also the other thing is that we can see bigger about the industry sometimes. Sometimes they see something at a small level that they bring back to us and think, "Whoa, wait a minute, that's something valuable." And yeah, so we're getting ready for our final decisions on where we're gonna go with that. But yeah, without that type of change, we're not gonna reach the type of growth that we want to get. And really our idea is 5x growth in five years.   0:52:19.9 Balaji Reddie: Okay.   0:52:20.5 Andrew Stotz: And in order to do that, we have to have a completely different level of quality, service, product, thinking. And so, yeah, it's fun... It's challenging. Anyways...   0:52:32.9 Balaji Reddie: Right.   0:52:33.2 Andrew Stotz: So how do we wrap this up? What is it you want people to take away? You've shared a lot of different stuff. What would you like them to take away from it?   0:52:42.0 Balaji Reddie: Yeah. One, I'm trying to shatter that myth that Deming did not tell us what was to be done. I think he was very clear and we need to reread and reread. And we have to take these as guidelines. You may come up with your own method, but see these as a guideline by and large to put you on the right path. And once you do that, you may develop something which works for you, and that's what he wanted. But let us not just say that he only philosophized about things. I think he was very clear in his head. He just wanted us to do things our own way because nobody understood our problems better than we ourselves. And he was just showing us how to understand things around.   0:53:32.6 Balaji Reddie: He wanted us to know, to understand what we do not know. Through these principles, we can address some of the gaps. Perhaps we were getting a few things wrong. So point number 14, take action to accomplish the transformation. I think it begins with leadership. So point number seven comes into the picture. It begins with training and education. Point number six comes into the picture and it also brings in point number 13, which is learning and development. And education and training is different from learning and development. Training can be very company specific and you can measure the outcomes of training, but you cannot measure the outcomes of development because that takes time.   0:54:19.8 Balaji Reddie: So you need to have some things going in your favor. And for that you need to choose, and he told us how to do that. And yes, he wanted top management to be a part of this because he said those in authority need to do this. But that one sentence that middle management can commence, it can commence there, is a telling statement. So he knew it was possible.   0:54:45.0 Andrew Stotz: That's great. And I like that. Commence. That there's... It's not necessarily gonna be completed by middle management, but middle management can start right now, right where you are. So that's a great way, that's a great way to end with the start. So, Balaji, I want to thank you on behalf of everyone at the Deming Institute. And it's an interesting discussion and I'm enjoying it very much. And for listeners out there, remember to go to deming.org and also there, jump on DemingNEXT to continue your journey. This is your host, Andrew Stotz, and I'll leave you with one of my favorite quotes from Dr. Deming, and that is: "People are entitled to joy in work."   0:55:32.1 Balaji Reddie: Oh, yeah. Andrew, I think saying thank you on behalf of the institute, I am also a part of the institute.   0:55:38.5 Andrew Stotz: Of course. Of course. You are. I appreciate it. Okay.

BONUS PODS & VLOGS on MY PATREON! https://www.patreon.com/ShaneDawson (as alway, no pressure!!) SEATGEEK!!! Use my code for 10% off your next SeatGeek order*: https://seatgeek.onelink.me/RrnK/GROWER2026 Sponsored by SeatGeek. *Restrictions apply. Max $20 discount DKC!!! Download the DraftKings Casino app and sign up with code GROWER to claim your Flex Spins and experience Cashingo! ROCKET MONEY!!! Try Rocket Money for free or unlock more features with premium: https://RocketMoney.com/grower RAYCON!!! https://BUYRAYCON.com/grower TODAY to get 15% off your Raycon order!  Sponsor The Shane Dawson Podcast: https://public.liveread.io/media-kit/the-shane-dawson-podcast Learn more about your ad choices. Visit megaphone.fm/adchoices

Physicist fact-checks Michio Kaku's biggest claims — quantum collapse of capitalism, Theory of Everything, black hole gateways. Does celebrity physics do more damage than good? Brian Keating breaks down Michio Kaku's viral @TheDiaryOfACEO "World-Renowned Physicist: They Are Lying To You About UFOs & Reality - Michio Kaku" https://youtu.be/opB7_JXL0LA?si=RzVyEgwKtQRzs9Ao I fact-check everything from quantum computing to black holes to the multiverse. Why quantum computers won't kill capitalism overnight String theory: candidate framework or confirmed Theory of Everything? "Read the mind of God" — Einstein's phrase or Hawking's? Tabby Star: aliens vs. dust, and why Kaku buries the retreat Black holes as gateways, wormholes as cousins of black holes, and what spaghettification actually rules out Celebrity physicists who present speculation as settled science set back the field more than any funding cut. CHAPTERS 00:00 Quantum computers and capitalism collapse 01:23 What quantum computing actually can and can't do 03:39 String theory and the Theory of Everything 06:16 Who really said "read the mind of God" 09:40 Tabby Star: aliens or something boring? 13:45 11 dimensions: prediction or math requirement? 18:19 Is dark matter made of string vibrations? 23:03 The multiverse bubble bath — poetry or physics? 28:39 Wormholes vs. black holes: not very similar 34:22 Simulation theory and Kaku's "Option Four" 37:37 Verdict: great communicator, bad epistemics ———

Virtually every leader likes to talk about empowering their team. But if you were to ask 10 of them what empowerment actually means, you'd get 11 different answers. Over the years, the concept of empowerment has been dumbed down to make it vague and aspirational. True empowerment is neither of those things. It's a core driver of performance, and in this Moment, I give you my number one tip for not accidentally killing it.For practical tips on effectively empowering your people, have a listen to Ep.374: The Biggest Killer of Empowerment————————You can connect with me at:Website: https://www.yourceomentor.comFacebook: https://www.facebook.com/yourceomentorInstagram: https://www.instagram.com/yourceomentorLinkedin: https://www.linkedin.com/in/martin-moore-075b001/Youtube: https://www.youtube.com/@YourCEOMentor————————Our mission here at Your CEO Mentor is to improve the quality of leaders, globally. Your boss wants more with less. Your team wants less, full stop. You're stuck in the middle.Leadership Beyond the Theory is 9 weeks to promotion-ready leadership. 2,800+ leaders from 150+ organisations. 99% would recommend. Doors are now open for the June 2026 cohort, they close Fri 26 June!Join the cohort here: https://go.leadershipbeyondthetheory.com/ Hosted on Acast. See acast.com/privacy for more information.

Spotify DescriptionDid Freemasonry come from the Pagan Mysteries?In this episode of Masonic Muscle: The Origin War, we examine Theory #2 from the 12 origin theories of Freemasonry: the claim that modern Freemasonry may have roots in the ancient Pagan Mystery traditions.This is one of the most powerful and dangerous origin theories because it pulls us into the world of initiation, secrecy, death and rebirth symbolism, sacred drama, hidden teaching, and ancient systems of moral and spiritual transformation.But here is the hard question:Did Freemasonry actually descend from the Pagan Mysteries — or are we looking at shared symbols, similar ritual structures, and human beings using initiation to explain transformation?We discuss:Theory #2 from the 12 origin theories of Freemasonrythe Pagan Mysteries theoryancient mystery schoolsinitiation, secrecy, silence, and sacred dramasymbolic death and transformationEgypt, Greece, Rome, and the ancient worldthe difference between similarity and proofwhy Masons must define “pagan” carefullywhat this theory explains wellwhere this theory becomes difficult to provewhy the mystery-school question still fascinates Masons todayThe Pagan Mysteries theory is not something we swallow whole.We test it.Similarities are easy.Transmission is hard.If Freemasonry shares themes with ancient mystery systems, that matters. But similarity alone does not prove descent. A Mason has to ask better questions:Are we seeing direct influence?Shared symbolism?Common human religious patterns?Later Masonic imagination?Or a real survival of ancient initiatic wisdom?That is the work.Freemasonry may not have come directly from the Pagan Mysteries, but the theory forces us to confront something important:Masonry is not supposed to be shallow.It uses symbols.It uses ritual.It uses darkness and light.It uses preparation, obligation, instruction, and transformation.So the real question may be bigger than origin.What is initiation supposed to do to a man?Have an origin theory, Masonic question, old document, or source recommendation?Write to me at:masonicmuscle357@gmail.comFollow Masonic Muscle:Instagram: @masonicmuscleTikTok: @masonicmuscle357We give you more light — but no light weights.

On this episode of Think Theory Radio we discuss the Pentagon's latest release of UAP files!! Friday, June 12 2026 the US government disclosed it's third tranche of records related to UFO sightings, non-human intelligence, and UAP phenomenon. What do these new files say?! Is this an honest release of information or some kind of distraction and or cover-up?! What did astronauts from the Apollo missions claim to have witnessed on the moon?! Plus, what does the CIA know, and is the scientific community reacting?

In this episode of Mindful Mondays, Ashley continues the From Mask to Map series by exploring the neurodivergent nuance of Mel Robbins' Let Them theory - a powerful idea rooted in acceptance, non-attachment, and the release of control.At its best, Let Them invites us to stop exhausting ourselves by trying to manage other people's choices, opinions, priorities, and reactions. But for neurodivergent people, especially those with histories of masking, fawning, burnout, chronic illness, trauma, or self-abandonment, advice like this needs careful translation.Ashley explores how Let Them connects with mindfulness, Buddhism, Radical Acceptance, and her emerging framework: Aware > Allow > Align.You'll hear how acceptance becomes safer and more embodied when we learn to:* become aware of what is happening externally and internally* allow reality, emotions, body signals, and nervous system responses to be recognised* align with values, boundaries, safety, dignity, and self-trustThis episode looks at why “acceptance” can sometimes be misunderstood as approval, passivity, or tolerance of harm - and how neurodivergent nuance helps us see reality clearly without abandoning ourselves.The episode closes with a simple mindfulness labelling meditation, using the breath and gentle noticing to practise Aware > Allow > Align in real time.If this work resonates and you're interested in Ashley's September group coaching cohort, you can email [integrativeiom@gmail.com](mailto:integrativeiom@gmail.com) to register your interest.Our Sponsors:

In this episode of True Crime with Jen Coffindaffer FBI, retired FBI Special Agent Jen Coffindaffer examines one of the more debated theories in the Nancy Guthrie case—the possibility of an organized criminal connection. Breaking the evidence down in simple terms, Jen walks through the known facts, discusses ransom motives, organized crime patterns, and the concept of a “wrench attack by proxy,” while emphasizing the importance of following evidence over speculation. The goal is to evaluate whether the theory fits the facts and what questions investigators still need answered.#NancyGuthrie #BreakTheCase #TrueCrime #CrimeInvestigation #ColdCase #MissingPersons #JusticeForNancy #FBI #TrueCrimeCommunity #EvidenceMatters #CrimeAnalysis #CoffindafferFBI

IT'S ALL CONNECTED - The MISSING and the Fae Folk - A TheoryBecome a supporter of this podcast: https://www.spreaker.com/podcast/missing-persons-mysteries--5624803/support.

From digital assessment to systems transformation, what's changing, and what it matters. About Dr. Jenny Gillett Dr. Jenny Gillett is a Senior Expert in the International Baccalaureate's Education Innovation team, based in The Hague. She has worked with the IB for more than 15 years across curriculum and assessment, including leading reviews of the Diploma Programme philosophy, history, global politics and Theory of Knowledge. Her work has included curriculum development, assessment design, and supporting wider developments across IB programmes. Before joining the IB, Jennifer taught at Oakham School and Bedford School in the UK. She brings a strong mix of classroom experience, curriculum leadership, and assessment expertise, making her well placed to discuss how assessment, curriculum, and international education are evolving. Dr. Jenny Gillett on Social Media LinkedIn: https://www.linkedin.com/in/jennifer-gillett-87a19b22/  Resources https://ibo.org/ https://www.ibo.org/programmes/collaborative-review-of-the-dp-and-cp/systems-transformation/  https://www.ibo.org/programmes/collaborative-review-of-the-dp-and-cp/ https://www.mulgrave.com/senior-schoolgrades-10-12/ib-systems-transformation  John Mikton on Social Media LinkedIn: https://www.linkedin.com/in/jmikton/ Twitter: https://twitter.com/jmikton Web: beyonddigital.org Dan Taylor on social media: LinkedIn: https://www.linkedin.com/in/appsevents  Twitter: https://twitter.com/appdkt  Web: www.appsevents.com Listen on: iTunes / Podbean / Stitcher / Spotify / YouTube Do a full security audit of your Workspace for free at https://workspaceaudit.com Would you like to have a free 1 month trial of the new Google Workspace Plus (formerly G Suite Enterprise for Education)? Just fill out this form and we'll get you set up bit.ly/GSEFE-Trial

What a long strange trip Tom has and then we all take a trip back to 1702 with some stellar cast members!

 This is a  link to my podcast-Episode 327: Flat_Surface_Theory Clutter builds up when objects have no clear home, and Flat Surface Theory explains why: any empty horizontal space quickly becomes a dumping zone. To reduce clutter effectively, assign a specific purpose to every surface and remove or block those that attract random items. Create simple … Continue reading Episode 327: Flat_Surface_Theory

LIVE STREAMING tonight at 7:00 pm EST... Join us tonight as we take a closer look at the pissed off Cuban exiles in New Orleans and what could have possibly happened in Dallas! Join us... shall you?Silk CIty Hot Sauce - https://www.silkcityhotsauce.com Use our code GUNMAN for 20% off entire order at checkout!The COLDEST Cup - https://snwbl.io/TLG10 Follow our link to save $10 on every cup ordered!Music By - Lee Harold OswaldA Loose Moose ProductionBBB&JOEBBecome a supporter of this podcast: https://www.spreaker.com/podcast/the-lone-gunman-podcast-jfk-assassination--1181353/support.

The SMILEY FACE KILLERS Theory - A TRUE CRIME Journey with Steve StocktonBecome a supporter of this podcast: https://www.spreaker.com/podcast/missing-persons-mysteries--5624803/support.

"No commodity goes to the moon without a 50% drawdown along the way." – Jim RickardsGold is down 20% from its high as central banks sell to buy oil, but Rickards says this shakeout is the launchpad to $10,000.

What does it mean for theory to be considered as a species of not just literature but world literature? Theory as World Literature (Bloomsbury, 2025), edited by Jeffrey De Leo, offers a wide range of accounts of how the “worlding” of literature both problematizes the national categorizing of theory (e.g., French theory), and brings new meanings and challenges to the coming together of theory and literature. In sum, it presents theory as world literature as a viable alternative to more commonplace approaches to theory.Under such an approach to theory, what it means to be an African, American, or Asian “theorist” – let alone a French, German, or Spanish one – in the new millennium is as complicated (or simple) as what means to be “African,” “American,” or “Asian.” “Worlded” literature is not considered here as only the world literature of nations and nationalities. Rather, it is also the worlded literature of individuals crossing borders, mixing stories, and speaking in dialect. So too is it the worlded literature of the multinational corporate publishing industry wherein success in the global market is a major determinate of aesthetic and literary value.Offering accounts of what it means to consider theory as world literature, the authors in this pioneering collection explore the ways in which we might regard theory as connected and reconnected through global literary networks of increasing complexity and precarity. By approaching theory from this perspective, Theory as World Literature demonstrates how and why theory is more worldly now than ever. Learn more about your ad choices. Visit megaphone.fm/adchoices Support our show by becoming a premium member! https://newbooksnetwork.supportingcast.fm/new-books-network

The line does appear to be going down. Send us a question, comment or valid concern: auxiliarystatements(at)gmail.com DISCORD: https://discord.gg/wsPX2A6E

What does it mean for theory to be considered as a species of not just literature but world literature? Theory as World Literature (Bloomsbury, 2025), edited by Jeffrey De Leo, offers a wide range of accounts of how the “worlding” of literature both problematizes the national categorizing of theory (e.g., French theory), and brings new meanings and challenges to the coming together of theory and literature. In sum, it presents theory as world literature as a viable alternative to more commonplace approaches to theory.Under such an approach to theory, what it means to be an African, American, or Asian “theorist” – let alone a French, German, or Spanish one – in the new millennium is as complicated (or simple) as what means to be “African,” “American,” or “Asian.” “Worlded” literature is not considered here as only the world literature of nations and nationalities. Rather, it is also the worlded literature of individuals crossing borders, mixing stories, and speaking in dialect. So too is it the worlded literature of the multinational corporate publishing industry wherein success in the global market is a major determinate of aesthetic and literary value.Offering accounts of what it means to consider theory as world literature, the authors in this pioneering collection explore the ways in which we might regard theory as connected and reconnected through global literary networks of increasing complexity and precarity. By approaching theory from this perspective, Theory as World Literature demonstrates how and why theory is more worldly now than ever. Learn more about your ad choices. Visit megaphone.fm/adchoices Support our show by becoming a premium member! https://newbooksnetwork.supportingcast.fm/literary-studies

What does it mean for theory to be considered as a species of not just literature but world literature? Theory as World Literature (Bloomsbury, 2025), edited by Jeffrey De Leo, offers a wide range of accounts of how the “worlding” of literature both problematizes the national categorizing of theory (e.g., French theory), and brings new meanings and challenges to the coming together of theory and literature. In sum, it presents theory as world literature as a viable alternative to more commonplace approaches to theory.Under such an approach to theory, what it means to be an African, American, or Asian “theorist” – let alone a French, German, or Spanish one – in the new millennium is as complicated (or simple) as what means to be “African,” “American,” or “Asian.” “Worlded” literature is not considered here as only the world literature of nations and nationalities. Rather, it is also the worlded literature of individuals crossing borders, mixing stories, and speaking in dialect. So too is it the worlded literature of the multinational corporate publishing industry wherein success in the global market is a major determinate of aesthetic and literary value.Offering accounts of what it means to consider theory as world literature, the authors in this pioneering collection explore the ways in which we might regard theory as connected and reconnected through global literary networks of increasing complexity and precarity. By approaching theory from this perspective, Theory as World Literature demonstrates how and why theory is more worldly now than ever. Learn more about your ad choices. Visit megaphone.fm/adchoices Support our show by becoming a premium member! https://newbooksnetwork.supportingcast.fm/critical-theory

W dzisiejszym odcinku leczymy wyrzuty sumienia… Paweł usiadł bowiem wreszcie do polskiej gry „The Thaumaturge” (studia Fool's Theory) – quasi-noirowego RPG z elementami nadprzyrodzonymi, rozgrywającego się w 1905 roku w Warszawie – i doszedł do wniosku, że to produkcja, w którą powinien zagrać każdy prawdziwy Polak. Dlatego podjął misję powiedzenia o niej wszystkim osobom, które zna i które nie zna – w tym Wam.00:30  Wstęp do odcinka01:23 – Zapowiedź nowego dodatku do „Wiedźmina 3” pod tytułem „Songs of the Past”09:43 – Dyskusja o „The Thaumaturge”

Fr. McCarthy's thoughts on Pope Leo convening an extraordinary consistory of the College of Cardinals at the Vatican on June 26-27, 2026. The Consistory is slated to discuss Catholic just war theory.Support the showFind CAM here:  https://catholicsagainstmilitarism.comRSS feed: http://www.buzzsprout.com/296171​Rumble: https://rumble.com/c/CAMpodcast

The teases for Daredevil Born Again SEASON 3 gave us goosebumps! !! Coy Jandreau & Greg Alba sit down with the legendary Vincent D'Onofrio for an in-depth Daredevil: Born Again interview about Wilson Fisk / Kingpin, Charlie Cox's Daredevil, Marvel Studios, Kevin Feige, the creative overhaul behind the series, and what may be ahead for Daredevil Season 3. Vincent D'Onofrio (Daredevil, Full Metal Jacket, Men in Black, Law & Order: Criminal Intent, The Cell) reflects on returning as Wilson Fisk / Kingpin, breaking down the psychology, physicality, voice inspiration, and emotional foundation behind one of Marvel's most intimidating villains. The conversation explores Fisk's loneliness, rage, dark sense of humor, spirituality, and the Kingpin improvised “boo” scene, along with how comic book artists like David Mack helped shape his performance. Plus, Vincent drops a surprise, passionate casting pitch to join James Gunn's DC Universe as Swamp Thing! The interview also dives into the Daredevil: Born Again creative overhaul, with D'Onofrio discussing how he, Charlie Cox, and the creative team pushed to make the series feel more like a true Daredevil story. He talks about Marvel Studios' creative support, Kevin Feige, why Marvel reshot portions of Daredevil, and how the team had to “Frankenstein” what had already been shot to build a stronger version of the show. D'Onofrio also teases Daredevil Season 3, including more action, emotional journeys, and new territory involving Kingpin's childhood backstory, size, trauma, and the darkness that shaped Wilson Fisk. Based on the iconic Marvel Comics characters, Daredevil: Born Again continues the story of Matt Murdock / Daredevil (Charlie Cox — Stardust, Boardwalk Empire, The Theory of Everything) and Wilson Fisk / Kingpin as their mirrored obsessions with justice, control, morality, and the soul of New York City pull them deeper into conflict. The conversation also heads into DC territory as D'Onofrio opens up about his dream of playing Swamp Thing, why Alec Holland speaks to him emotionally, and what he would bring to James Gunn's DCU if given the chance. From Vincent D'Onofrio's Swamp Thing pitch to Marvel behind-the-scenes stories, Marvel snipers, Kingpin's dark psychology, and the future of Daredevil Season 3, this Reel Rejects interview offers a rare look inside one of the MCU's most unforgettable comic book performances. Follow Greg Alba:  Instagram: https://www.instagram.com/thegregalba/ Twitter:  https://x.com/thegregalba Follow Coy Jandreau:  Tik Tok: https://www.tiktok.com/@coyjandreau?l... Instagram: https://www.instagram.com/coyjandreau/?hl=en Twitter:  https://twitter.com/CoyJandreau YouTube: https://www.youtube.com/channel/UCwYH2szDTuU9ImFZ9gBRH8w Intense Suspense by Audionautix is licensed under a Creative Commons Attribution 4.0 license. https://creativecommons.org/licenses/... Support The Channel By Getting Some REEL REJECTS Apparel! https://www.rejectnationshop.com/ Follow Us On Socials:  Instagram: https://www.instagram.com/reelrejects/  Tik-Tok: https://www.tiktok.com/@reelrejects?lang=en Twitter: https://x.com/reelrejects Facebook: https://www.facebook.com/TheReelRejects/ Music Used In Ad:  Hat the Jazz by Twin Musicom is licensed under a Creative Commons Attribution 4.0 license. https://creativecommons.org/licenses/by/4.0/ Happy Alley by Kevin MacLeod is licensed under a Creative Commons Attribution 4.0 license. https://creativecommons.org/licenses/... POWERED BY @GFUEL Visit https://gfuel.ly/3wD5Ygo and use code REJECTNATION for 20% off select tubs!! Head Editor: https://www.instagram.com/praperhq/?hl=en Co-Editor: Greg Alba Co-Editor: John Humphrey Music In Video: Airport Lounge - Disco Ultralounge by Kevin MacLeod is licensed under a Creative Commons Attribution 4.0 license. https://creativecommons.org/licenses/by/4.0/ Ask Us A QUESTION On CAMEO: https://www.cameo.com/thereelrejects Follow TheReelRejects On FACEBOOK, TWITTER, & INSTAGRAM:  FB:  https://www.facebook.com/TheReelRejects/ INSTAGRAM:  https://www.instagram.com/reelrejects/ TWITTER:  https://twitter.com/thereelrejects Follow GREG ON INSTAGRAM & TWITTER: INSTAGRAM:  https://www.instagram.com/thegregalba/ TWITTER:  https://twitter.com/thegregalba Learn more about your ad choices. Visit megaphone.fm/adchoices

This week on Come Curious, Reed sits down with kink theorist, power exchange mentor and educator Tripp Terrier to unpack one of the most misunderstood roles in BDSM: the dominant. Together they explore why true dominance isn't about control, arrogance or entitlement but instead, it's about presence, responsibility and service. Tripp shares his unique perspective on power exchange, explaining how authority is earned through knowledge, patience and skill rather than demanded through status or ego. They discuss the importance of integrating every part of yourself including the feminine and more uncomfortable aspects of your personality, and why self-awareness is one of the most powerful tools a dominant can develop. Inside the episode: - Why dominance is a giving role, not a taking one- The difference between confidence and entitlement- How power exchange can become deeply transformative- Why consent is more complex than a simple "yes" or "no"- The role of humility in healthy masculinity and leadership- Supporting partners through subdrop and emotional vulnerability Tripp also shares his essential reading list for anyone curious about kink, including The Topping Book and The Bottoming Book by Janet Hardy and Dossie Easton, alongside The Heart of Dominance and The Dominance Playbook by Anton Fulmen. Whether you're dominant, submissive, curious or simply interested in healthier models of masculinity, this conversation offers a fascinating look into power, connection and personal responsibility. Follow Tripp online @tripp.terrier Come watch the full episode, AD FREE over on Patreon: patreon.com/comecurious And tune in on all major streaming platforms - Come Curious. Follow us on Instagram: @comecurious Florence @florencebark Reed @reedamberx Our podcast is released every Thursday. Listen to the full episode wherever you get your podcasts. Spotify: https://open.spotify.com/show/4nQnVqQcEn4ptshlKjtdqo Apple Podcasts: https://podcasts.apple.com/gb/podcast/f-ks-given-by-comecurious/id1444176549 Learn more about your ad choices. Visit megaphone.fm/adchoices

Register for Luminosity: ⁠⁠⁠⁠Register⁠⁠⁠Sign Up for Prayer⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠: ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Orbis Prayer Ministry Network – Receive prayer for healing, prophecy, inner healing and deliverance⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Donate: ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Give - Orbis Ministries⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠In this episode of God Is Not a Theory, Ken Fish and Joel Taylor tackle a term most Christians have never heard but desperately need to understand: covenantal nomism.At its heart, the idea is simple but transformative—Israel never became the people of God by working their way in. They were chosen purely by grace, "not because you were impressive, not because you were big." (see Deuteronomy 7:6-8). The law was never the entrance fee; it was the way God's people stayed in, lived out, and were identified as belonging to His household. The same pattern holds for believers today.Using the picture of an adopted child learning the "rules of the house," Ken and Joel show how grace brings us into the family—and how the Holy Spirit then empowers us to actually live the life we've been called to.Together, they discuss:What covenantal nomism is and why it dissolves the false war between grace and obedienceThe adoption analogy—learning the rules of the Father's houseA walkthrough of Colossians 3: putting to death the old self and putting on the newWhy "be holy as I am holy" means being set apart, not earning your placeA walkthrough of Galatians 5: the works of the flesh vs. the fruit of the SpiritWhy being "not under the law" doesn't mean living however you wantHow unrepentant sin opens the door to the demonic—and why deliverance helps believers stay in boundsThe difference between inner healing and deliveranceWhy even a single sinful action can carry real spiritual consequencesDonald Hagner's insight: we're freed from the law to produce the very righteousness the law demandedThis conversation is both deeply theological and intensely practical—a corrective to hyper-grace thinking and a hope-filled vision of the normal, victorious Christian life lived as sons and daughters who honor their Father.

J.W. Mason and Arjun Jayadev, authors of Against Money, explain that curious stuff and enumerate its problems • Moira Weigel explains why the right hates Theory (October article here) The post Against money, hating theory appeared first on KPFA.

Insecure references... John Mayer... Nelly... we in our Millennial bag. Emotional Intelligence by Peter Salovey and John D. MayerHoward Gardener's Theory of Multiple Intelligences

Most content teams treat a finished report as a checkbox, when it should be the starting batter. In this episode of Content Amplified, Pat McParland, VP of Marketing at MetricStream, makes the case for getting back to basics and making every asset work harder. She walks through the ABCDE framework she learned at a former company (Audience, Behavior, Content, Design, Evaluation) and why so many teams skip straight to the design, the video or the ebook, before they have settled who they are talking to and what they want to say. Then she unveils her own Bisquick theory: messaging is the baking mix, and from one core asset like a survey or report you make the cookies, the cakes, the muffins, the infographic, the webinar, the videos, the live event. Pat calls AI the easy bake oven that finally brings the theory to life, and she leans on Claude to turn one asset into many formats. She also offers a caution worth keeping: AI can run a stinky process more efficiently, but it is still a stinky process, so go back to basics first. She closes with her Three Rocks principle for staying focused.About PatPat McParland is a lifetime B2B marketer with more than 30 years of experience, almost all of it in business information and technology. She has worked at companies ranging from startups under 30 people to giants like Dun and Bradstreet, Dow Jones, and Honeywell, and is now VP of Marketing at MetricStream, a governance, risk, and compliance company. A self-described storyteller who started reading at four and writing books for her dad soon after, she believes the fundamentals of content have not changed in 35 years, even as the tools around them have. She is an enthusiastic daily Claude user.Show Notes- Connect with Pat on LinkedIn: https://www.linkedin.com/in/patmcparland/Text us what you think about this episode!

Support the show: http://www.newcountry963.com/hawkeyeinthemorningSee omnystudio.com/listener for privacy information.

What if EVERYTHING we know about reality is missing a deeper operating system?In this episode of Mayim Bialik's Breakdown, Dr. Brian Keating (professor of physics, experimental cosmologist, and host of the Into the Impossible podcast) dives into the biggest unanswered questions in science, consciousness, God, the Big Bang, extraterrestrial life, simulation theory, and the hidden limits of human knowledge.Dr. Keating breaks down:- Why humanity NEEDS a Grand Unified Theory before we can ever reach a true “Theory of Everything”, and how scientists are trying to uncover the operating system of reality itself- “A telescope is a time machine”: How looking into deep space is literally looking backward through time toward the origins of existence- Shocking scientific and philosophical implications of the Big Bang, and the terrifying question: What was BEFORE time?- Could another universe have collapsed to create ours?- Why studying space-time itself may unlock secrets hidden before the beginning of the universe- Why the Big Bang explains the expanding universe, and where modern cosmology still breaks down- How Dr. Keating reconciles being both a scientist & a person of faith- Can God & science coexist? How God may tie into the creation of the universe through a scientific lens- Why God's existence should not be subjected to scientific testing- Hidden limits of both religion AND scientific data- Where consciousness may actually come from according to modern physics- Why the role of scientists is not to “prove” things- Why even world-famous scientists secretly struggle with imposter syndrome- Deistic implications of the Simulation Hypothesis, and whether reality itself could be engineered- Search for extraterrestrial life: why we still have ZERO confirmed evidence despite viral claims- Debunking alleged “signs of life” on Mars and separating science from speculation- His take on the mysterious deaths and disappearances of U.S. scientists connected to nuclear & aerospace research- Could unexplained events be connected to UAPs, nonhuman intelligence, or classified technology?- Cattle mutilations, alleged energy weapons, and why unexplained phenomena always breed suspicion- Why uncertainty is one of the most dangerous (and fascinating) forces in human civilizationThis episode explores the edge where cosmology, philosophy, consciousness, religion, and the unknown collide.If you're fascinated by the Big Bang, aliens, simulation theory, UAPs, consciousness, physics, God, or the future of humanity, this conversation will completely change how you think about reality itself!Substack newsletter & transcript: https://briankeating.substack.com//mbbMayim's viewers only — win a real 4.3-billion-year-old meteorite: https://briankeating.com/mbbDr. Brian Keating's podcast, Into the Impossible: https://www.youtube.com/playlist?list=PLJGKdZD30K_9rVCDAdRSwoJLi5ls6JN-qDr. Brian Keating's books: https://briankeating.com/books/Follow us on Substack for Exclusive Bonus Content: ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠https://bialikbreakdown.substack.com/⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠BialikBreakdown.com⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠YouTube.com/mayimbialik⁠⁠⁠See Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

In episode 2072, Jack and Miles are joined by comedian and host of Parenting Is A Joke, Ophira Eisenberg, to discuss… LA Mayoral Election The New Stop The Steal? GOP Is Too Used To Getting Away With BSing People, Guy Fieri Is An Internet Conspiracy Theory Magnet and more! JD Vance says it's "shady" for California to count all of the legally cast ballots MIKE JOHNSON: Look, some of these efforts are so diabolical and so far upstream it's impossible to prove. But I think everybody knows instinctively that something is wrong here. Kyle Clark to Victor Marx: ...Either had one of the most extraordinary lives in human history or he’s a liar and a fraud. Guy Fieri blasted over accusations he doesn’t swallow food on his show An Investigation: Does Guy Fieri Swallow? Guy Fieri Investigation Part 4: Invisible Food This Streamer Has Convinced the Internet Guy Fieri Never Swallows Food on TV Conspiracy Corner: Guy Fieri, the bloke from Smash Mouth, and Violent J are the same person Smash Mouth Prove Their Singer + Guy Fieri Aren’t the Same Person COMET PIZZA on Food Channel Pizzagate Conspiracy Theorists Think Guy Fieri Is Involved in Their Imaginary Satanic Pedophilia Cult “Pizzagate” conspiracy theorists question how no one has noticed Guy Fieri is an Illuminati wizard LISTEN: In My Face by DVYNSee omnystudio.com/listener for privacy information.

In the midst of Graham Platner's high-profile senate race in Maine, several media commentators jumped on whether he would fit within his own definition of the working class. Do we know how to pick out workers from other classes? And what bearing does this have for socialist politics? On the latest episode of Confronting Capitalism, Vivek Chibber and Melissa Naschek offer a full definition of who's in the working class, how to understand the modern US class structure, and why workers are central to left political strategy. The latest issue of Catalyst is out, and you can subscribe for just $20 using the code CONFRONTINGCAPITALISM: https://catalyst-journal.com/subscribe/?code=CONFRONTINGCAPITALISM Have a question for us? Write to us by email: confronting.capitalism@jacobin.com Confronting Capitalism with Vivek Chibber is produced by Catalyst: A Journal of Theory and Strategy and published by Jacobin. Music by Zonkey.

Episode #314Tyler Connolly the lead vocalist from Theory of a Deadman returns to the show ahead of the release of the bands new release 'Funeral Songs part 1" on 9/4 and ahead of the Dead Seven tour with Sevendust this summer. Tyler talks touring, band communication, giant pickles, Sevendust, Triumph, Hampton Beach, camping, Hockey, vinyl, and so much more! Episode Notes Check out the custom playlist for Episode #314 here! See Theory of a Deadman at Hampton Beach Casino Ballroom on  8/27 & 8/28 2026 Click here to listen to Episode of #34 featuring Tyler ConnollyClick here to listen to Episode of #80 featuring Tyler ConnollyClick here to listen to Episode of #142 featuring Tyler Connolly Find Tyler Connolly online:InstagramFind Theory of a Deadman online:WebsiteTwitterFacebookInstagramYoutube Find Mistress Carrie Online: ⁠Official Website⁠⁠ The Mistress Carrie Backstage Pass on Patreon⁠ ⁠X⁠⁠ Facebook⁠ ⁠Instagram⁠⁠ Threads⁠⁠ YouTube⁠⁠ Cameo⁠⁠ Pantheon Podcast Network ⁠Find The Mistress Carrie Podcast online:⁠ Instagram⁠ ⁠Threads⁠ Learn more about your ad choices. Visit megaphone.fm/adchoices

Josh Reid is back from vacation and Alpha Warrior is fired up because John Thune just said publicly he will not bring the Save America Act to the floor and laughed when asked if Trump can do anything about it. The duo opens with an LA Uber driver story that captures exactly what is happening on the ground. Spencer Pratt voters who hate Trump are watching Karen Bass steal the election in real time and finally calling it what it is. From there they dig into the Iran and Israel kabuki, the water treatment warning strike, why Iran keeps notifying US bases before missiles land, and the IDF eavesdropping on American peace negotiators in Turkey and Pakistan. They unpack NDAA Section 224, the bill Netanyahu personally helped write to integrate Israeli and US military tech, and Alpha drops what he learned from being on the call about the July 7 2025 cyber event that was not the CCP. Plus the first US Army firing squad executions since 1961, the Black Hawks rehearsing urban combat in LA during the stolen election, Bolton pleading guilty right on Alpha's six to nine month cooperation timeline, and the most provocative theory of the year. What if Q has always been cover for a second military playbook that nobody is supposed to see?

What if EVERYTHING we know about reality is missing a deeper operating system?In this episode of Mayim Bialik's Breakdown, Dr. Brian Keating (professor of physics, experimental cosmologist, and host of the Into the Impossible podcast) dives into the biggest unanswered questions in science, consciousness, God, the Big Bang, extraterrestrial life, simulation theory, and the hidden limits of human knowledge.Dr. Keating breaks down:- Why humanity NEEDS a Grand Unified Theory before we can ever reach a true “Theory of Everything”, and how scientists are trying to uncover the operating system of reality itself- “A telescope is a time machine”: How looking into deep space is literally looking backward through time toward the origins of existence- Shocking scientific and philosophical implications of the Big Bang, and the terrifying question: What was BEFORE time?- Could another universe have collapsed to create ours?- Why studying space-time itself may unlock secrets hidden before the beginning of the universe- Why the Big Bang explains the expanding universe, and where modern cosmology still breaks down- How Dr. Keating reconciles being both a scientist & a person of faith- Can God & science coexist? How God may tie into the creation of the universe through a scientific lens- Why God's existence should not be subjected to scientific testing- Hidden limits of both religion AND scientific data- Where consciousness may actually come from according to modern physics- Why the role of scientists is not to “prove” things- Why even world-famous scientists secretly struggle with imposter syndrome- Deistic implications of the Simulation Hypothesis, and whether reality itself could be engineered- Search for extraterrestrial life: why we still have ZERO confirmed evidence despite viral claims- Debunking alleged “signs of life” on Mars and separating science from speculation- His take on the mysterious deaths and disappearances of U.S. scientists connected to nuclear & aerospace research- Could unexplained events be connected to UAPs, nonhuman intelligence, or classified technology?- Cattle mutilations, alleged energy weapons, and why unexplained phenomena always breed suspicion- Why uncertainty is one of the most dangerous (and fascinating) forces in human civilizationThis episode explores the edge where cosmology, philosophy, consciousness, religion, and the unknown collide.If you're fascinated by the Big Bang, aliens, simulation theory, UAPs, consciousness, physics, God, or the future of humanity, this conversation will completely change how you think about reality itself!They can't harm you, if they can't find you! Use code MAYIM at the link below and get 60% off an annual plan: https://incogni.com/mayimReceive a free LMNT Sample Pack with purchase just visit For a limited time only, our listeners get 10% off + free shipping at Tumbleliving.com/BREAK. After you purchase, they will ask you where you heard about them. PLEASE support our show and tell them our show sent you.Go to https://www.helixsleep.com/breakdown for 20% off sitewide.Go to https://tidd.ly/4uVltMe and use the code MAYIM50 to get $50 off your Elastique order.Substack newsletter & transcript: https://briankeating.substack.com//mbbMayim's viewers only — win a real 4.3-billion-year-old meteorite: https://briankeating.com/mbbDr. Brian Keating's podcast, Into the Impossible: https://www.youtube.com/playlist?list=PLJGKdZD30K_9rVCDAdRSwoJLi5ls6JN-qDr. Brian Keating's books: https://briankeating.com/books/Follow us on Substack for Exclusive Bonus Content: ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠https://bialikbreakdown.substack.com/⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠BialikBreakdown.com⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠YouTube.com/mayimbialik⁠⁠⁠See Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

Bob sits down with economist Emmanuel Maggiori to discuss his new book If You Can Just Print Money, Why Do I Pay Taxes?, a carefully researched, point-by-point critique of Modern Monetary Theory that engages MMT on its own terms, drawing on the MMTers' own textbook, papers, and responses to critics.Related:If You Can Just Print Money, Why Do I Pay Taxes?: Mises.org/HAP552aBob's Mises Daily Article, "The Upside-Down World of MMT": Mises.org/HAP552bJonathan Newman and Bob's MisesU Lecture on MMT: Mises.org/HAP552c