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The latest episode of the Engineers Collective is out now: listen in on Spotify, Apple Podcasts, your usual platform or the player below. This month's guest is WSP associate structural engineer Sally Walsh, who joins the podcast to discuss steel reuse in construction, specifically on the Elephant & Castle Town Centre scheme. The Elephant & Castle Town Centre scheme is regenerating a lively part of central London into a vibrant new mixed-use hub with ample living space, commercial offerings and public spaces. WSP is the structural and geotechnical engineer on the project and Sally has been at the heart of the decision-making, which has seen the firm push the contractor to utilise reused steel in some of the structures – a first for the consultant. In this discussion, we cover how the decision was made to make this WSP's first project to attempt steel reuse, how it was implemented and the learnings – both positive and negative – that have come out of it. Sally and host Rob Hakimian then broaden out the discussion into how steel reuse could become business as usual in the sector – the types of projects where it is most suited, the barriers that stand in the way and the benefits that it could bring to the built environment. Prior to the interview portion, Rob is joined by NCE senior reporter Thomas Johnson to discuss recent revelations about the HS2 “bat shed” and the upcoming outcomes from the government's Spending Review.
In this episode, we're joined by Dr. Thomas Johnson, outgoing president of Lamar State College Orange, and Dr. Wendy Elmore, incoming president and current Provost and Executive Vice President for Academic and Student Affairs. Dr. Johnson reflects on his impactful seven-year tenure—marked by record enrollment, 40+ new vocational programs, and national recognition for student success—as he prepares for retirement. Dr. Elmore shares her vision for the future, including expanding workforce-aligned programs, deepening industry partnerships, and continuing to make higher education accessible, relevant, and transformative for Southeast Texas. Together, they discuss the college's legacy and its bold path forward.
This month's guest is Civic Engineers associate director Sam Harland who talks to host Rob Hakimian about the Building Safety Act 2022 and how it is changing the way that engineers are working. They talk about how it has introduced new processes, particularly for structural engineers like Harland, with the tightening of design competency requirements, the introduction of the gateway process and the creation of the Golden Thread for buildings. The discussion particularly focuses on what this means for works on existing buildings and how engineers now have to carry out extensive investigations to uncover their structural health and history. Harland also provides insight on how implementation of the Act has been difficult and how it might drive the future of the sector. Prior to the interview portion, Rob is joined by NCE senior reporters Thomas Johnson and Tom Pashby to discuss some of the reporting they have been doing on the Havant Thicket Reservoir, water quality in the River Thames and the protracted consenting process for the Aquind Interconnector.
Here is a sneak peak of a full episode my ALL ACCESS PASS members got. This is a full interview with Thomas Johnson! This is an interview that I will be using in my upcoming documentary on Serpent Mound. Enjoy guys!Head over to http://www.prometheuslenspodcast.com to sign up for the "All Access Pass" and get early access to episodes, private community, members only episodes, private Q & A's, and coming documentaries. We also have a $4 dollar a month package that gets you early access and an ad free listening experience!Tom's Shop:https://alternateuniverserockshop.comApple Podcast: https://podcasts.apple.com/us/podcast/prometheus-lens/id1701912463 Spotify: https://open.spotify.com/show/6aUS57bWUuyAL0y9nmrBEX?si=_amAFj7wT8meWhgtzGpgBQ The Epic of Esau book:https://a.co/d/dU8d7x9 Love the quality of these videos? Sign up for Riverside.fm through this link for a special offer! https://www.riverside.fm/?utm_campaign=campaign_5&utm_medium=affiliate&utm_source=rewardful&via=justin-brownSPONSORS:Squatch Survival Gear:http://www.squatchsurvivalgear.com Need help with video or audio? Give my boy Jason a shout! Tamayo.jason@gmail.com Want to donate to the show? Send your one time donation to “Elrod32” on Venmo or PayPal. All donations will get a shout out and thank you on a recording.Have you written a book? Have a show idea? Had a supernatural experience you'd like to share on the show? Go to the website and click the contact link. I'd love to hear from you!
This week's guest is Thomas Johnson, the Executive Director of The Alliance to Save America's 340B Program: a federal program designed to help nonprofit hospital systems provide patients in medically underserved communities with more affordable care. Johnson lends insights into the health care industry regarding hospital consolidation, prescription drug costs, Medicaid challenges and more.
This month we're discussing the Ofwat Innovation Fund and we're joined by Ofwat director for environment and innovation Jo Jolly alongside representatives of two companies who have been part of innovations that have been boosted by the fund: Royal HaskoningDHV UK water sector director Paul Lavender and Changemaker 3D CEO and cofounder Natalie Wadley. The chat starts with a focus on how the Innovation Fund was set up and how it is helping to overcome issues that are being faced in the UK water sector. It then broadens into how it is encouraging greater collaboration between different parts of the sector and we hear firsthand from both Paul and Natalie about how their innovations have come together and how they are being put to use. We then look ahead at the future of the Innovation Fund, what's next for the initiatives that have been developed through it and the bigger picture of how they will help long-term water security in the UK. You can find out more about the initiatives brought forward by the Innovation Fund through the learning reports at waterinnovation.challenges.org/insights Prior to the Ofwat section, host Rob Hakimian is joined by NCE senior reporters Tom Pashby and Thomas Johnson to talk about their recent reporting on plutonium stockpiles and groundwater flooding respectively.
As he steps back into a head coaching job on familiar terrain, new Thomas Johnson High football coach Vince Ahearn is this week's guest on The Final Score podcast. Ahearn was hired back in late January to take over the Patriots' program, which has fallen on hard times over the last decade. Previously, he was the longtime football coach at rival Frederick High, but had not had a head-coaching position since he left Smithsburg High School in 2021. He tells host Greg Swatek why he decided to be a head coach again and why the TJ job was such a good fit for him. What are some of the biggest challenges he faces? What is the state of TJ's feeder program, which folded and is in the process of being restored? What is he most excited about? Ahearn answers all of these questions and more over the course of the conversation. Prior to that discussion, FNP sports writer Alexander Dacy joins Greg to talk about another buzzer beater, the upcoming high school boys and girls basketball playoffs, the state indoor track meet and the state wrestling duals.
As a new boys basketball season begins across Frederick County, Thomas Johnson head coach John Manley is this week's guest on The Final Score podcast. Manley is the longest-tenured boys basketball coach in the county, having been the head coach at TJ for 17 years and on staff there for 22. He chats with host Greg Swatek about his longevity, what keeps him going in the job, how he has evolved and become a better coach over the years and how much longer he might keep doing it. He also talks about his team at TJ this season and whether he feels it can make a run deep into the playoffs. The Patriots share the same region (Class 4A West, Section I) with the reigning state champs in 4A, Frederick High. TJ nearly ended the Cadets' quest for a state title last season. The Patriots led by 14 points early in the fourth quarter before eventually falling in a regional final, 49-45. Plus, with the holidays approaching, how does a veteran coach handle all of interruptions of routine and habits that this time of year typically presents. Prior to that conversation, FNP sports writer Alexander Dacy joins Greg to discuss Linganore's 35-7 loss to Arundel in the Class 3A football state final last Saturday in Annapolis and offer a bit of a winter sports preview for county teams, particularly when it comes to boys and girls basketball.
If system design is a team sport, then you need to make sure that your team has the tools they need to work together. In this episode, entrepreneur, CTO, and co-founder Tom Johnson joins us to discuss Multiplayer, a collaborative tool streamlining system design and documentation for developers. Multiplayer is often likened to “Figma for developers,” as it allows teams to map, document, and debug distributed systems visually and collaboratively. Tom shares his experience building this tool, drawing on years of backend development challenges, from debugging to coordinating across teams. We also discuss the business side of startups before learning about the AI features that they have planned for Multiplayer and how it will benefit users, including eliminating time-consuming “grunt work”. Join us to learn how Multiplayer is revolutionizing system design and get a sneak peek into the exciting AI-powered features on the horizon! Key Points From This Episode: Introducing Tom Johnson, co-founder of Multiplayer. An overview of Multiplayer and how it helps developers work on distributed systems. The teams and developers that will get the most use out of Multiplayer. Details on Multiplayer's debugging and auto-documentation tools. A breakdown of what distributed systems are in modern software development. Why Tom sees contemporary systems design as a team sport. Multiplier's whiteboard-type space and how it allows teams to collaborate. Tom's back-end developer experience and how it helped him create Multiplayer. How Tom co-founded Multiplayer with his wife, Steph Johnson, and her role as CEO. Why solving a problem you've personally experienced is a good starting point for startups. What you need to have before fundraising: a minimum viable product (MVP). How they used the open-source software, YJS, for virtual, real-time collaboration. Insights into Multiplayer's upcoming AI-powered features. Links Mentioned in Today's Episode: Thomas Johnson on LinkedIn (https://www.linkedin.com/in/tomjohnson3/) Thomas Johnson on X (https://x.com/tomjohnson3) Thomas Johnson on Threads (https://www.threads.net/@tomjohnson3?hl=en) Steph Johnson on LinkedIn (https://www.linkedin.com/in/steph-johnson-14355b3/) Multiplayer (https://www.multiplayer.app/) YJS (https://github.com/yjs/yjs) Figma (https://www.figma.com/) Chad Pytel on LinkedIn (https://www.linkedin.com/in/cpytel/) Chad Pytel on X (https://x.com/cpytel) thoughtbot (https://thoughtbot.com) thoughtbot on LinkedIn (https://www.linkedin.com/company/150727/) thoughtbot on X (https://twitter.com/thoughtbot) Giant Robots Smashing Into Other Giant Robots Podcast (https://podcast.thoughtbot.com/) Giant Robots Smashing Into Other Giant Robots Email (hosts@giantrobots.fm) Support Giant Robots Smashing Into Other Giant Robots (https://github.com/sponsors/thoughtbot)
In the latest episode of The Engineers Collective from New Civil Engineer, host Rob Hakimian welcomes Professor John Orr from the Institution of Structural Engineers (IStructE) and Cambridge University Department of Engineering. They discuss the IStructE's upcoming 2024 Structural Awards, which seeks to honour the outstanding structures from all over the globe that have been completed in the last year. After discussing the history of the awards and how they've evolved over the years, John talks about what the IStructE looks for in the outstanding candidates. These are centred around the four key judging attributes: planet, people, process and profession. John highlights four entries from this year's Structural Awards, which offer variety of type, purpose and location and were emblematic of each of those four attributes. The discussion concludes with looking ahead to further editions of the Structural Awards and what factors John would like to see more of from entries going forward. Prior to the interview portion, Rob welcomes NCE's senior reporters Tom Pashby and Thomas Johnson to discuss recent site visits to GE Vernova's new valve manufacturing facility, Tottenham Hotspur's stadium and under construction nuclear power plant Hinkley Point C.
Dr. Thomas Johnson sits down with host Dr. Andrew Pouw to share exciting developments in regenerative stem cell research that may one day cure glaucoma. Learn more about Dr. Johnson's work in a recent presentation he delivered on behalf of the Glaucoma Foundation, and through the Retinal Ganglion Cell Repopulation, Stem Cell Transplantation, and Optic Nerve Regeneration (RReSTORe) Consortium. For all episodes or to claim CME credit for selected episodes, visit www.aao.org/podcasts.
The HIV/AIDS Epidemic was a very dark chapter in Queer History that continues to haunt the community to this day. But although HIV is no longer a death sentence, the stigma and negative feelings towards the illness still remain prominent in and out of the Queer community. This case is an extreme example of how these negative myths towards people with HIV caused one man to become a serial killer, hellbent on murdering every gay man he could find. Follow Us- Instagram-@beerswithqueerspod Facebook-Beers with Queers: A True Crime Podcast
Coming off an important victory over arch rival Frederick High, Thomas Johnson boys soccer coach Jonathan Thayil is this week's guest on The Final Score podcast. Thayil chats with host Greg Swatek about a momentous week for the Patriots soccer program, during which they honored the man that started it 50 years ago, Fred Dayton, and then went out and pulled out a 3-2 victory over the Cadets on a late goal by junior midfielder Jordan Tema to even their record at 2-2-2 on the season. The coach talked about why his team is so good on set pieces and how they determine playing time for two capable goalies. Thayil also talks about how he got his starts in soccer and coaching, why he was so bad a traditional American football and how that shaped his future and the professional team overseas that he supports. Prior to that conversation, FNP sports writer Alexander Dacy joins Greg to discuss the Urbana girls flag football team's upcoming game this weekend against a team from Georgia, his thoughts on the week that was in traditional football in Frederick County and this week's county golf championships at Clustered Spires.
Hosts Michelle Chavez, Leila Mackenzie, Matthew Suh, Thomas Johnson, Stefano Fendrich and Marcus Partida discuss the caliber of the women's soccer team and USC football's defensive rebuild as the Trojans prepare for their first Big Ten games, as well as the challenges they face. This episode was hosted by Michelle Chavez, Leila Mackenzie, Matthew Suh, Thomas Johnson, Stefano Fendrich, and Marcus Partida, Produced by Michelle Chavez and Edited by Michelle Chavez. Talkin' Troy is one of three shows on the Daily Trojan podcast network. You can find more episodes anywhere you listen to podcasts, as well as our website, dailytrojan.com
Hi everyone, this week we're doing things a bit different. I'll be back from my mid year break with new episodes in two weeks' time. In the meantime we're running a pledge week for the Patreon channel. Tuesday through Friday I'll be dropping on old Patreon minisode per day - today we're discussing one of history's stranger What if's. Thomas Johnson was a renowned smuggler, a talented escape artist - and it is rumoured he had a submarine - in 1820. Was he hired to bust Napoleon Bonaparte out of St Helena? Check out my Patreon! For just $2 a month* you get a minimum of one tale every month (we're committed to 20 a year there this year, and will start releasing two a month every month when we hit my first stretch target.) As a patron you are helping to keep independent creators like me keep going, in my case Patreon money helps me with the rental costs of the blog page - Speaking of blog pages, though I used half a dozen texts for this Tale - I first read this tale on the incomparable Mike Dash's A Blast from the Past. Emilio Ocampo's The Emperor's Last Campaign And F.W.N Bayly's Scenes and Stories by a Clergyman in Debt were also very useful… book based resources. Unsure if you want to join up? Try a 7 day free trial. *Dollars quoted in USD.
Fresh off of his wedding weekend and with the start of his team's season looming, Thomas Johnson High football coach Beau Traber is this week's guest on The Final Score podcast. Traber chats with host Greg Swatek about his wedding in upstate New York. He acknowledges the timing was not ideal with the start of the season so close. But he and his now wife, Kristen, had set the date a few years ago, before he even was a part of the TJ football program. So, they had not originally planned for the schedule to be so compressed. He also chats at length about the ongoing process of rebuilding the TJ football program and establishing a viable feeder program that could one day propel the Patriots back among the county heavyweights. Traber talks about his expectations for the coming season and why he has such a special bond with his senior class. Prior to this discussion, FNP sports writer Alexander Dacy joins Greg to continue their preview of the upcoming football and girls flag football seasons in the county. Both begin next week. They focus on the Middletown High football team, in particular, as the Knights prepare to begin their 50th season.
What would bugging out to the woods really be like? Mic lays out five historical examples of people surviving in the woods for years. > Nicholas Cresswell, 1770s traveling through the American frontier. > The Lykov family, 1936-78, 42 years in Siberian wilderness. > Max, 1941-43, A young Jewish boy hiding in a Polish forest from Nazis for 2 years. > Christopher Knight, 1986-2013, 27 years in the woods of Maine. > Thomas Johnson, 1989-99, living secretly underground for ten years. If you're enjoying these between-the-chapters episodes or the chapters themselves, consider becoming a Patron on Patreon, or a member at Buy Me A Coffee, Of course, virtual cups of coffee at Buy Me A Coffee are always welcome.
This month's episode is dedicated to celebrating 40 years since Queen Elizabeth II officially opened the Thames Barrier in London, the engineering marvel that protects London from disastrous flooding. We speak to two engineers who worked on its construction, which commenced nearly half a century ago. Rory O'Grady was a section engineer for Costain on the project between 1975 and 1980 and has just published a book called We Gave A Dam: The Epic Race To Build The Thames Barrier, which recollects the people, struggles and ingenuity that contributed to the creation of the landmark infrastructure. We also have future ICE president Richard Bayfield who spent six months in the very early part of his career on the barrier as an assistant planning engineer for Costain. Together they discuss the Thames Barrier's creation, its legacy and what its future looks like. Prior to that, host Rob Hakimian and NCE reporter Thomas Johnson briefly discuss the announcement of a General Election in the UK and what that means for the country's major infrastructure projects and policies.
The terminology of ICS has morphed into OT (Operational Technology) security; however many organizations are lacking in addressing the OT security controls. As some companies talk about air gapping as the primary method of securing OT, the reality is many times true air gapping does not exist. Join us as we discuss why these gaps occur and what needs to be done to secure OT. This segment is sponsored by Arctic Wolf. Visit https://www.cisostoriespodcast.com/arcticwolf to learn more about them! Visit https://cisostoriespodcast.com for all the latest episodes! Show Notes: https://cisostoriespodcast.com/csp-172
On this weeks episode, we take the podcast to Louisiana! I had the privilege to road trip a few hours southeast and hangout with Thomas Johnson and his crew from Cutting Edger Logging. In this episode we get to hear plenty of stories and a little about the guys and what they are all about, hope y'all enjoy the episode! Check out the podcast on all streaming platforms.Check out the https://linktr.ee/Certifiedwrench link for all social media pages, streaming platforms and merch line!If you are interested in being a guest, check out Www.Certifiedwrenchpodcast.com and fill out a context form at the bottom of the page.
Thomas Johnson and Kasey Kazliner kick things off by discussing the WNBA Draft and how USC players fared in it, plus how the league might grow off the back of women's college basketball's recent success. Then, Jack Hallinan returns to host the semifinals of the ongoing USC-Olympic trivia tournament, featuring matchups between Dana Hammerstrom and Fernanda Sanchez, then Thomas and DT Sports Editor Leila Mackenzie.
Dr. Deming developed his philosophy over time and in conversations with others, not in isolation. As learners, we tend to forget that context, but it's important to remember because no one implements Deming in isolation, either. In this conversation, Bill Bellows and host Andrew Stotz discuss how there's no such thing as a purely Deming organization and why that's good. 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 discussions with Bill Bellows, who has spent 30 years helping people apply Dr. Deming's ideas to become aware of how their thinking is holding them back from their biggest opportunities. Today is episode 20, entitled, System of Profound Wisdom. Bill, take it Away. 0:00:31.6 Bill Bellows: But not just for 30 years. I forgot to say I started when I was 12. 0:00:36.6 AS: Yes. [laughter] Yes. And you've got the hair to prove it. [laughter] 0:00:43.7 BB: All right. Now, actually, I was thinking the proposal and the title, I thought... I mean, System of Profound Wisdom is cool, System of Profound Questions. Either one of those is good. Let's see which title comes out. 0:00:57.6 AS: Yeah. And I think we'll have to also understand that may some listeners that may not even know what System of Profound Knowledge means, they've been listening. They do. But if today's their first episode, we also gotta break that down, just briefly. 0:01:10.9 BB: Yeah. Okay, let's do that. All right. Well, let me give an opening a quote from Dr. Deming from chapter three, and then we can explain this SoPK, System of Profound Knowledge, thing. But in chapter three of Dr. Deming's last book, The New Economics, the last edition, edition three, came out in 2018. And chapter three, Dr. Deming says, "We saw in the last chapter, we are living under the tyranny of the prevailing style of management. Most people imagine that this style has always existed. It is a fixture. Actually, it is a modern invention a trap that has led us into decline. Transformation is required. Education and government, along with industry, are also in need of transformation. The System of Profound Knowledge to be introduced in the next chapter is a theory for transformation." So you wanna... 0:02:15.4 AS: That's good. 0:02:16.7 BB: So let's say something. Let's just say something about SoPK. How would you explain that? 0:02:23.1 AS: Yeah. Well, actually, I wanna talk very briefly about what you just said, because it's just... 0:02:27.1 BB: Oh, sure. 0:02:29.6 AS: At one point, I thought, "It's a system of knowledge." But he just said it was a system of transformation. 0:02:38.7 BB: It's a theory for transformation. 0:02:40.1 AS: A theory for transformation. Okay, got it. I see. And one of the things that I... I look at Toyota so much just 'cause it's so fascinating and how they've survived all these years, the continuity in the business, the continuity and the profitability of the business, the continued march to become the number one auto producer in the world, and having faced all the ups and downs and survived. And I just think that what they have is a learning organization. No matter what the challenge is, they're trying to apply learning tools, like System of Profound Knowledge, like PDSA, to try to figure out how to solve this problem. And I think that many companies, including at times my companies, [chuckle] we sometimes will scramble and we'll lose knowledge and we won't gain knowledge. And so the System of Profound Knowledge, to me, is all about the idea of how do we build a base of knowledge in our business and then build upon that base of knowledge rather than destroy it when the new management comes in or when a new management idea comes in. 0:04:00.7 AS: And that's something I've just been thinking about a lot. Because I do know a company that I've been doing some work with, and they basically threw away a huge amount of work that they did on System of Profound Knowledge and stuff to go with the prevailing system of management, is like going back. And now, they just produced a loss in the first quarter, and I just think, "Interesting. Interesting." 0:04:27.6 BB: Well, a couple things come to mind based on what you said. One is I would propose that Toyota, I'm in agreement of "Toyota's a learning organization." And that'll come up later. I've got some other thoughts on learning organizations. And we know that they were influenced by Dr. Deming. To what degree, I'm not sure of. Shoichiro Toyoda, who is one of the sons of the founder of the Toyota Motor Car Company, was honored with a Deming prize in 1990. And I believe it came from JUSE, as opposed to the American Society for Quality. One or the other. He was honored with a Deming Prize. 0:05:32.0 AS: Yep. 0:05:33.5 BB: Again, I don't know if it's Deming Prize or Deming Medal. But I know he was honored. What's most important, the point I wanna make is, upon receiving it he said, "There is not a day that goes by that I don't think about the impact of Dr. Deming on Toyota." But, if I was to look at the Toyota Production System website, Toyota's Toyota Production System website, which I've done numerous times, I'd be hard-pressed to find anything on that page that I could say, "You see this word, Andrew? You see this sentence, Andrew? You see this sentiment? That's Deming." Not at all. Not at all. It's Taiichi Ohno. It's Shigeo Shingo. I'm not saying it's not good, but all those ideas predate Deming going to Japan in 1950. Taiichi Ohno joined Toyota right out of college as an industrial engineer in 1933, I believe. The Japanese Army, I mentioned in a previous episode, in 1942, wanted him to move from Toyota's loom works for making cloth to their automobile works for making Jeeps. This comes from a book that I would highly recommend. Last time we were talking about books. I wanted to read a book, I don't know, maybe 10 years ago. I wanted to read a book about Toyota, but not one written by someone at MIT or university. I didn't wanna read a book written by an academic. I've done that. 0:07:15.1 BB: I wanted to read a book by somebody inside Toyota, get that perspective, that viewpoint. And the book, Against All Odds, the... Wait I'll get the complete title. Against All Odds: The Story of the Toyota Motor Corporation and the Family That Changed it. The first author, Yukiyasu Togo, T-O-G-O, and William Wartman. I have a friend who worked there. Worked... Let me back up. [chuckle] Togo, Mr. Togo, born and raised in Japan, worked for Toyota in Japan, came to the States in the '60s and opened the doors to Toyota Motors, USA. So, he was the first person running that operation in Los Angeles. And it was here for years. I think it's now in Texas. My late friend, Bill Cummings, worked there in marketing. And my friend, Bill, was part of the team that was working on a proposal for a Lexus. And he has amazing stories of Togo. He said, "Any executive... " And I don't know how high that... What range, from factory manager, VPs. But he said the executives there had their use, free use, they had a company car. And he said Togo drove a Celica. Not a Celica. He drove a... What's their base model? Not a... 0:08:56.2 AS: A Corolla? 0:08:57.7 BB: Corolla. Yes, yes, yes. Thank you. He drove a Corolla. He didn't drive... And I said, "Why did he drive a Corolla?" Because it was their biggest selling car, and he wanted to know what most people were experiencing. He could have been driving the highest level cars they had at the time. Again, this is before a Lexus. And so in this book, it talks about the history of Toyota, Taiichi Ohno coming in, Shigeo Shingo's contributions, and the influence of Dr. Deming. And there's a really fascinating account how in 1950, a young manager, Shoichiro Toyoda, was confronted with a challenge that they couldn't repair the cars as fast as they could sell them. This is post-war Japan. They found a car with phenomenal market success. Prior to that, they were trying to sell taxicabs, 'cause people could not... I mean, buying a car as a family was not an option. But by 1950, it was beginning to be the case. And the challenge that Shoichiro Toyoda faced was improving the quality, 'cause they couldn't fix them as fast as they could sell them. And yet, so I have no doubt that that young manager, who would go on to become the chairman, whatever the titles are, no doubt he was influenced by Dr. Deming. But I don't know what that means. 0:10:23.4 BB: That does not... The Toyota Production System is not Deming. And that's as evidenced by this talk about eliminating waste. And those are not Deming concepts. But I believe, back to your point, that his work helped create a foundation for learning. But I would also propose, Andrew, that everything I've read and studied quite a bit about the Toyota Production System, Lean, The Machine That Changed The World, nothing in there explains reliability. To me, reliability is how parts come together, work together. 'Cause as we've talked, a bunch of parts that meet print and meet print all over the place could have different levels of reliability, because meeting requirements, as we've talked in earlier episodes, ain't all it's cracked up to be. So I firmly believe... And I also mentioned to you, I sat for 14 hours flying home from Japan with a young engineer who worked for Toyota, and they do manage variation as Dr. Taguchi proposed. That is not revealed. But there's definitely something going on. But I would also say that I think the trouble they ran into was trying to be the number one car maker, and now they're back to the model of, "If we are good at what we do, then that will follow." 0:11:56.8 BB: And I'm gonna talk later about Tom Johnson's book, just to reinforce that, 'cause Tom, a former professor of management at Portland State University, has visited Toyota plants numerous times back before people found out how popular it was. But what I want to get into is... What we've been talking about the last couple episodes is Dr. Deming uses this term, transformation. And as I shared an article last time by John Kotter, the classic leadership professor, former, he's retired, at the University... Oh, sorry, Harvard Business School. And what he's talking about for transformation is, I don't think, [chuckle] maybe a little bit of crossover with what Dr. Deming is talking about. What we talked about last time is, Deming's transformation is a personal thing that we hear the world differently, see the world differently. We ask different questions. And that's not what Kotter is talking about. And it's not to dismiss all that what Kotter is talking about, but just because we're talking about transformation doesn't mean we mean the same thing. 0:13:10.6 BB: And likewise, we can talk about a Deming organization and a non-Deming organization. What teamwork means in both is different. In a Deming organization, we understand performance is caused by the system, not the workers taken individually. And as a result of that, we're not going to see performance appraisals, which are measures of individuals. Whereas in a non-Deming organization, we're going to see performance appraisals, KPIs flow down to individuals. [chuckle] The other thing I had in my notes is, are there really two types of organizations? No, that's just a model. [chuckle] So, really, it's a continuum of organizations. And going back to George Box, all models are wrong, some are useful. But we talked earlier, you mentioned the learning organization. Well, I'm sure, Andrew, that we have both worked in non-Deming organizations, and we have seen, and we have seen people as learners in a non-Deming organization, but what are they learning? [chuckle] It could be learning to tell the boss what they want to hear. They could be learning to hide information that could cause pain. [chuckle] Those organizations are filled with learners, but it's about learning that makes things worse. It's like digging the pit deeper. What Deming is talking about is learning that improves how the organization operates, and as a result, improves profit. In a non-Deming organization, that learning is actually destroying profit. 0:14:51.8 BB: All right. And early, spoke... Russ, Russ and Dr. Deming spoke for about three hours in 1992. It got condensed down to a volume 21 of The Deming Library, for which our viewers, if you're a subscriber to DemingNEXT, you can watch it in its entirety. All the Deming videos produced by Clare Crawford-Mason are in that. You can see excerpts of volume 21, which is... Believe is theory of a system of education, and it's Russ Ackoff and Dr. Deming for a half hour. So you can find excerpts of that on The Deming Institute's YouTube channel. 0:15:37.0 BB: And what I wanted to bring up is in there, Russ explains to Dr. Deming the DIKUW model that we've spoken about in previous episodes, where D is data. That's raw numbers, Russ would say. I is information. When we turn those raw numbers into distances and times and weights, Russ would say that information is what the newspaper writer writes, who did what to whom. Knowledge, the K, could be someone's explanation as to how these things happened. U, understanding. Understanding is when you step back and look at the container. Russ would say that knowledge, knowledge is what you're using in developing to take apart a car or to take apart a washing machine and see how all these things work together. But understanding is needed to explain why the driver sits on the left versus the right, why the car is designed for a family of four, why the washing machine is designed for a factor of four. That's not inside it. That's the understanding looking outward piece that Russ would also refer to as synthesis. And then the W, that's the wisdom piece. What do I do with all this stuff? And what Russ is talking about is part of wisdom is doing the right things right. So, I wanted to touch upon in this episode is why did Dr. Deming refer to his system as the System of Profound Knowledge? Why not the System of Profound Understanding? Why not the System of Profound Wisdom? And I think, had he lived longer, maybe he would have expanded. Maybe he would have had... 0:17:28.4 BB: And I think that's the case. I think it's... 'Cause I just think... And this is what's so interesting, is, if you look at Dr. Deming's work in isolation and not go off and look at other's work, such as Tom Johnson or Russ, you can start asking questions like this. 0:17:45.7 AS: One thing I was going to interject is that I took my first Deming seminar in 1989, I believe, or 1990. And then I took my second one with Dr. Deming in 1992. And then soon after that, I moved to Thailand and kind of went into a different life, teaching finance and then working in the stock market. And then we set up our factory here for coffee business. But it wasn't until another 10 years, maybe 15 years, that I reignited my flame for what Dr. Deming was doing. And that's when I wrote my book about Transform Your Business with Dr. Deming's 14 Points. And what I, so, I was revisiting the material that had impacted me so much. And I found this new topic called System of Profound Knowledge. I never heard of that. And I realized that, it really fully fledged came out in 1993, The New Economics, which I didn't get. I only had Out of the Crisis. 0:18:49.9 BB: '93. 0:18:49.9 AS: Yeah. And so that just was fascinating to go back to what was already, the oldest teacher I ever had in my life at '92, leave it, come back 10, 15 years later and find out, wait a minute, he added on even more in his final book. 0:19:10.4 BB: Well, Joyce Orsini, who was recruited by Fordham University at the encouragement of Dr. Deming, or the suggestion of Dr. Deming to lead their Deming Scholars MBA program in 1990. Professor Marta Mooney, professor of accounting, who I had the great fortune of meeting several times, was very inspired by Dr. Deming's work. And was able to get his permission to have an MBA program in his name called the Deming Scholars MBA program. And when she asked him for a recommendation, "Who should lead this program?" It was Joyce Orsini, who at the time I think was a vice president at a bank in New York. I'm not sure, possibly in human resources, but I know she was in New York as a vice president. 0:20:10.0 BB: And I believe she had finished her PhD under Dr. Deming at NYU by that time. And the reason I bring up Joyce's name, I met her after Dr. Deming had died. Nancy Mann, who is running a company called Quality Enhancement Seminars with, a, at the beginning one product, Dr. Deming's 4-Day seminar, when Dr. Deming died, and I had mentioned, I was at his last seminar in December '93, she continued offering 4-day seminars. And I met her later that year when she was paired with Ron Moen and they were together presenting it, and others were paired presenting it. And at one point, as I got to know Joyce, she said, "His last five years were borrowed time." I said, "What do you mean?" She said, "He started working on the book in 19'" evidently the '87, '88 timeframe, he started to articulate these words, Profound Knowledge. 0:21:11.0 BB: And I know he had, on a regular basis, he had dinner engagements with friends including Claire Crawford-Mason and her husband. And Claire has some amazing stories of Deming coming by with these ideas. And she said, once she said, "What is this?" And he is, she took out a napkin, a discretely, wrote down the, "an understanding of the difference between intrinsic motivation and extrinsic motivation. Difference between understanding special causes versus common causes." And she just wrote all this stuff down, typed it up. When he showed up the next week, she greeted him at the door and said, and she said, he said, This is Claire. And Claire said, he said, "What's that?" He says, "Well, I took notes last week." 0:21:54.2 BB: And he says, "I can do better." [chuckle] And so week by week by week. And as he interacted with the people around him, he whittled it down. And I'm guessing it put it into some, there's a technique for grouping things, you, where on post-it notes and you come up with four categories and these things all go over here. There's one of the elements of that, one of the 16 had to, or 18 or so, had to do with Dr. Taguchi's loss function. So that could have gone into the, maybe the variation piece, maybe the systems piece. But Joyce said, basically he was frustrated that the 14 Points were essentially kind of a cookbook where you saw things like, "cease dependence on inspection" interpreted as "get rid of the inspectors." And so he knew and I'd say, guided by his own production of a system mindset, he knew that what he was articulating and the feedback were inconsistent. 0:23:01.9 BB: And I've gotta keep trying. And she said, "His last five years on borrowed time as he was dying of cancer, was just trying to get this message out." So I first got exposed to it 19, spring of '90 when I saw him speaking in Connecticut. And I was all about Taguchi expecting him to, I didn't know what to expect, but I knew what I was seeing and hearing from Dr. Taguchi when I heard Dr. Deming talk about Red Beads. I don't know anything about that, common cause and special cause, I didn't know anything about that. And so for me, it was just a bunch of stuff, and I just tucked it away. But when the book came out in '93, then it really made sense. But I just had to see a lot of the prevailing style of management in the role I had as an improvement specialist, become, [chuckle] a firefighter or a fireman helping people out. 0:24:01.5 AS: I noticed as I've gotten older that, I do start to connect the pieces together of various disciplines and various bits of knowledge to realize, so for instance, in my case, I'm teaching a corporate strategy course right now at the university. Tonight's, in fact, the last night of this particular intake. And my area of expertise is in finance, but now I see the connection between strategy and finance, and how a good strategy is going to be reflected in superior financial performance relative to peers. And of course, I know how to measure that very well. So I can synthesize more and more different areas of things that I know things about, that I just couldn't do when I was younger. So I can see, and he was always learning, obviously. So I can see how he, and also I can also see the idea of, I need bigger principles. I need bigger as you said, theory for transformation. I need, I need to be able to put this into a framework that brings all that together. And I'm still feeling frustrated about some of that, where I'm at with some of that, because I'm kind of halfway in my progress on that. But I definitely can see the idea of that coming later in life as I approach the big 6-0. 0:25:37.3 BB: The big 6-0, [chuckle] Well, but a big part, I mean, based on what you're talking about, it ended up... Previously we spoke about Richard Rumelt's work, Good Strategy/Bad Strategy, and I mentioned that I use a lecture by Richard Rumelt, I think it was 2011 or so. It was right after his book, Good Strategy/Bad Strategy came out. He spoke at the London School of Economics, and our listeners can find it if you just did a Google search for Richard Rumelt, that's R-U-M... One M. E-L-T. Good Strategy/Bad Strategy. LSE, London School of Economics. Brilliant, brilliant lecture. And I've seen it numerous times for one of my university courses. And he is like Deming, he doesn't suffer fools. And, it finally dawned on me, Deming organizations, if we can use this simple Deming versus non-Deming or Red Pen versus Blue Pen, and as, George Box would say, all models are wrong, some are useful. If we can use that model, I think it's easy to see that what frustrates Rumelt is you've got all these non-Deming companies coming up with strategies without a method. 0:27:00.0 BB: What Rumelt also talks about is not only do you need a method, but you have to be honest on what's in the way of us achieving this? Again, Dr. Deming would say, if you didn't need a method, why don't you're already achieving the results? And so it just dawned on me thinking the reason he's so frustrated, and I think that's one word you can use to describe him, but if he is talking to senior staff lacking this, an understanding of Deming's work, then he is getting a lot of bad strategies. And organizations that would understand what Dr. Deming's talking about, would greatly benefit from Rumelt's work. And they would be one, they'd have the benefit of having an organization that is beginning or is understanding what a transformation guided by Dr. Deming's work is about. And then you could look up and you're naturally inclined to have good or better strategy than worser strategies. 0:28:02.2 BB: And then you have the benefit of, profit's not the reason, profit is the result of all that. And, but next thing I wanna point out is, and I think we talked about it last time, but I just wanted to make sure it was up here, is I've come across recently and I'm not sure talking with who, but there's this what's in vogue today? Data-driven decisions. And again, whenever I hear the word data, I think backed in Ackoff's DIKUW model, I think data-driven. Well, first Dr. Deming would say, the most important numbers are unknown and unknowable. So if you're doing things on a data-driven way, then you're missing the rest of Dr. Deming's theory of management. But why not knowledge-driven decisions, why not understanding-driven decisions And beyond that, why not, right? How long... [laughter] I guess we can... Part of the reason we're doing these Andrew is that we'd like to believe we're helping people move in the direction from data-driven decisions to wisdom-driven decisions, right? 0:29:13.1 AS: Yeah. In fact, you even had the gall to name this episode the System of Profound Wisdom. 0:29:24.0 BB: And that's the title. 0:29:24.9 AS: There it is. 0:29:28.9 BB: But in terms of, I'll give you a fun story from Rocketdyne years ago, and I was talking with a manager in the quality organization and he says, "you know what the problem is, you know what the problem is?" I said, "what?" He says, "the problem is the executives are not getting the data fast enough." And I said, "what data?" He says "the scrap and rework data, they're just not getting it fast enough." So I said, "no matter how fast they get it, it's already happened." [laughter] 0:30:00.0 BB: But it was just, and I just couldn't get through to him that, that if we're being reactive and talking about scrap and rework, it's already happened. By the time the... If the executives hear it a second later, it's already happened. It's still old news. 0:30:14.7 AS: And if that executive would've been thinking he would've said, but Bill, I want to be on the cutting edge of history. 0:30:23.1 BB: Yeah, it's like... 0:30:24.6 AS: I don't want information, I don't want old information, really old. I just want it as new as it can be, but still old. 0:30:32.9 BB: Well, it reminds me of an Ackoff quote is, instead of... It's "Change or be changed." Ackoff talked about organizations that instead of them being ready for what happens, they create what's gonna happen, which would be more of a Deming organizational approach. Anyway, we talked about books last time and I thought it'd be neat to share a couple books as one as I've shared the Against All Odds Book about Toyota. 0:31:08.8 AS: Which I'll say is on Amazon, but it's only looks like it's a used book and it's priced at about 70 bucks. So I've just... 0:31:16.2 BB: How much? 0:31:16.8 AS: Got that one down? 70 bucks? Because I think it's, you're buying it from someone who has it as a their own edition or something. I don't know. 0:31:23.8 BB: It's not uncommon. This is a, insider used book thing. It's not uncommon that you'll see books on Amazon for 70, but if you go to ThriftBooks or Abe Books, you can, I have found multi-$100 books elsewhere. I don't know how that happens, but it does. Anyway, another book I wanted to reference in today's episode is Profit Beyond Measure subtitle, Extraordinary Results through Attention to Work and People, published in 2000. You can... I don't know if you can get that new, you definitely get it old or used, written by, H. Thomas Johnson. H is for Howard, he goes by Tom, Tom Johnson. Brilliant, brilliant mind. He visited Rocketdyne a few times. 0:32:17.1 BB: On the inside cover page, Tom wrote, "This book is dedicated to the memory of Dr. W. Edwards Deming, 1900-1993. May the seventh generation after us know a world shaped by his thinking." And in the book, you'll find this quote, and I've used it in a previous episode, but for those who may be hearing it first here and Tom's a deep thinker. He's, and as well as his wife Elaine, they're two very deep thinkers. They've both spoke at Rocketdyne numerous times. But one of my favorite quotes from Tom is, "How the world we perceive works depends on how we think. The world we perceive is the world we bring forth through our thinking." And again, it goes back to, we don't see the world as it is. We see the world as we are. We hear the world as we are. I wrote a blog for The Deming Institute. If our listeners would like to find it, if you just do a search for Deming blog, Bellows and Johnson, you'll find the blog. And the blog is about the book Profit Beyond Measure. And in there, I said, “In keeping with Myron Tribus' observation that what you see depends upon what you thought before you looked, Johnson's background as a cost accountant, guided by seminars and conversations with Dr. Deming, prepared him to see Toyota as a living system,” right? You talk about Toyota. 0:33:53.9 BB: He saw it as a living system, not a value stream of independent parts. And that was, that's me talking. I mean, Tom talked about Toyota's living system. And then I put in there with the Toyota Production System, people talk about value streams. Well, in those value streams, they have a defect, good part, bad part model that the parts are handed off, handed off, handed off. That is ostensibly a value stream of independent parts 'cause the quality model of the Toyota Production System, if you study it anywhere, is not Genichi Taguchi. It's the classic good parts and bad parts. And if we're handing off good parts, they are not interdependent. They are independent. And then I close with, "instead of seeing a focus on the elimination of waste and non-value added efforts, Johnson saw self-organization, interdependence, and diversity, the three, as the three primary principles of his approach, which he called Management By Means." And so what's neat, Andrew, is he, Tom was as a student of Deming's work, attending Dr. Deming seminars, hearing about SoPK, System of Profound Knowledge, and he in parallel developed his own model that he calls Management By Means. But what's neat is if you compare the two, there's three principles. So he says self-organization. 0:35:31.0 BB: Well, that's kind of like psychology and people. So we can self-organize interdependence, the other self-organized, but we're connected with one another. So that's, that's kind of a systems perspective there as well. And the third one, diversity. So when I think of diversity, I think of variation. I can also think in terms of people. So that what I don't see in there explicitly is Theory of Knowledge. But Tom's developing this model in parallel with Dr. Deming's work, probably beginning in the early '80s. And part of what Tom had in mind, I believe, by calling it Management By Means, is juxtaposing it with that other management by, right? You know the other one, Andrew, management by? 0:36:33.8 AS: You mean the bad one or the good one, Management By Objective? 0:36:37.8 BB: Or Management By Results. Or Dr. Deming once said, MBIR, Management by Imposition of Results. But what's neat is, and this is what I cover and with my online courses, Tom is really, it's just such insight. Tom believes that treating the means as the ends in the making. So he's saying that the ends are what happen when we focus on the means, which is like, if you focus on the process, you get the result. But no, MBIR, as we focus on the result, we throw the process out the window. And so when I've asked students in one of my classes is, why does Tom Johnson believe that treating the means as an ends in the making is a much surer route to stable and satisfactory financial performance than to continue as most companies do? You ready, Andrew? To chase targets as if the means do not matter. Does that resonate with you, Andrew? 0:37:44.1 AS: Yes. They're tampering. 0:37:46.8 BB: Yeah. I also want to quote, I met Tom in 1997. I'm not sure if this... Actually, this article is online and I'll try to remember to post a link to it. If I forget, our listeners can contact me on LinkedIn and I'll send you a link to find the paper. This is when I first got exposed to Tom. It just blew me away. I still remember there at a Deming conference in 1997, hearing Tom talk. I thought, wow, this is different. So, Tom's paper that I'm referencing is A Different Perspective on Quality, the subtitle, Bringing Management to Life. Can you imagine? “Bringing Management to Life.” And it was in Washington, DC, the 1997 conference. And then Tom says, this is the opening. And so when Tom and his wife would speak at Rocketdyne or other conferences I organized. 0:38:44.0 BB: Tom read from a lectern. So he needed a box to get up there and he read, whereas Elaine, his wife, is all extemporaneous. Both deeply profound, two different styles. So what Tom wrote here is he says, "despite the impression given by my title, Professor of Quality Management, I do not speak to you as a trained or a certified authority on the subject of quality management. I adopted that title more or less casually after giving a presentation to an audience of Oregon business executives just over six years ago. That presentation described how my thinking had changed in the last five years since I co-authored the 1987 book, Relevance Lost, the Rise and Fall of Management Accounting, and the talk which presaged my 1992 book, Relevance Regained." And this is when he... After he wrote, Relevance Lost, he went on the lecture circuit, he met the likes of Peter Scholtes and Brian Joiner, got pulled into the Deming community. 0:39:45.4 BB: And then he wrote this scathing book called Relevance Regained and the subtitle is... I think our audience will love it, From Top-Down Control to Bottom-Up Empowerment. Then he goes on to say, "in that I told how I had come to believe that management accounting, a subject that I had pursued and practiced for over 30 years." Over 30 years, sounds familiar. Then he says, "could no longer provide useful tools for management. I said in essence that instead of managing by results, instead of driving people with quantitative financial targets, it's time for people in business..." And this is 30 years ago, Andrew. "It's time for people in business to shift their attention to how they organize work and how they relate to each other as human beings. I suggested that if companies organize work and build relationships properly, then the results that accountants keep track of will what? Take care of themselves." 0:40:50.8 AS: It's so true, it's so true. 0:40:54.1 BB: Yeah, it sounds so literally Tom was writing that in 1999, 2000. Well, actually no, that was 1997, that was 1997, but the same sentiment. 0:41:03.4 AS: It just makes me think of the diagram that we see and that Deming had about the flow through a business, it's the same thing as of the flow from activity to result. 0:41:20.6 BB: Yes. 0:41:21.9 AS: And when we focus on the result and work backwards, it's a mess from a long-term perspective, but you can get to the result. It's not to say you can't get to the result, but you're not building a system that can replicate that. But when you start with the beginning of that process of how do we set this up right to get to that result, then you have a repeatable process that can deliver value. In other words, you've invested a large amount in the origination of that process that then can produce for a much longer time. Um, I have to mention that the worst part of this whole time that we talk is when I have to tell you that we're almost out of time 'cause there's so much to talk about. So we do need to wrap it up, but, yeah. 0:42:09.3 BB: All right. I got a couple of closing thoughts from Tom and then we'll pick this up in episode 21. 0:42:21.3 AS: Yep. 0:42:22.9 BB: Let me also say, for those who are really... If you really wanna know... I'd say, before you read The New Economics... I'm sorry, before you read Profit Beyond Measure, one is the article I just referenced, “Bringing Quality to Life” is a good start. I'd also encourage our readers to do a search. I do this routinely. It shouldn't be that hard to find, but look for an article written by Art Kleiner, Art as in Arthur, Kleiner, K-L-E-I-N-E-R. And the article is entitled, Measures... The Measures That Matter. I think it might be What Are The Measures That Matter? And that article brilliantly written by Kleiner who I don't think knows all that much about Deming, but he knows a whole lot about Tom Johnson and Robert Kaplan, who together co-authored "Relevance Lost" and then moved apart. And Tom became more and more Deming and Kaplan became more and more non and finally wrote this article. 0:43:35.6 AS: Is this article coming out in 2002, "What Are The Measures That Matter? A 10-year Debate Between Two Feuding Gurus Shed Some Light on a Vexing Business Question?" 0:43:46.4 BB: That's it. 0:43:47.2 AS: There it is and it's on the... 0:43:47.4 BB: And it is riveting. 0:43:50.8 AS: Okay. 0:43:50.8 BB: Absolutely riveting. Is it put out by... 0:43:54.0 AS: PwC, it looks like and it's under strategy... 0:43:58.5 BB: Pricewaterhouse... 0:43:58.8 AS: Yeah, strategy and business. 0:44:00.2 BB: PricewaterhouseCooper? Yeah. 0:44:01.3 AS: Yeah. 0:44:03.1 BB: And 'cause what's in there is Kleiner explaining that what Tom's talking about might take some time. You can go out tomorrow, Andrew, and slash and burn and cut and show instant results. Now what you're not looking at is what are the consequences? And so... But... And then... But Kleiner I think does a brilliant job of juxtaposing and trying to talk about what makes Kaplan's work, the Balanced Scorecard, so popular. Why is Tom so anti that? 0:44:37.9 BB: And to a degree, it could be for some a leap of faith to go over there, but we'll talk about that later. Let me just close with this and this comes from my blog on The Deming Institute about Profit Beyond Measure and I said, "for those who are willing and able to discern the dramatic differences between the prevailing focus of systems that aim to produce better parts with less waste and reductions to non-value-added efforts," that's my poke at Lean and Six Sigma, "and those systems that capitalize on a systemic connection between parts. Tom's book, Profit Beyond Measure, offers abundant food for thought. The difference also represents a shifting from profit as the sole reason for a business to profit as the result of extraordinary attention to working people, a most fitting subtitle to this book." 0:45:35.9 AS: Well, Bill, on behalf of everyone at The Deming Institute, I want to thank you again for the discussion and for listeners, remember to go to deming.org to continue your journey. If you wanna keep in touch with Bill, just find him on LinkedIn. This is your host, Andrew Stotz, and I'll leave you with one of my favorite quotes from Dr. Deming, "People are entitled to Joy in work" and I hope you are enjoying your work.
On this day in 1633, the banana made its British debut in the window of a London apothecary. See omnystudio.com/listener for privacy information.
Bananas, the world's favourite fruit, were first displayed in London on 10th April, 1633, in the shop window of botanist Thomas Johnson, editor for Gerard's Herball. Despite societal taboos surrounding the banana's suggestive shape, its journey from obscurity to ubiquity was later propelled by Minor Cooper Keith, whose entrepreneurial endeavours in Costa Rica transformed the fruit into a global commodity - albeit one entangled in the power struggles and exploitation of Central America, earning the term "Banana Republic." In this episode, Arion, Rebecca and Olly reveal why banana-flavoured sweets DO taste like bananas; examine how English horticulturalists forever stamped their mark on this tropical fruit; and consider whether the fruit Eve reached for in the Garden of Eden was actually a banana… Further Reading: • ‘How the Banana Came To Be—And How It Could Disappear' (Lithub, 2023): https://lithub.com/how-the-banana-came-to-be-and-how-it-could-disappear/ • ‘Mystery of the Tudor banana' (The Guardian, 1999): https://www.theguardian.com/uk/1999/jun/16/maevkennedy • ‘Who Was The Man Behind The Banana Republics Of Central America?' (Timeline, 2024): https://www.youtube.com/watch?v=sDH9JEuYUNA Love the show? Join
What happens if you transform HOW you think? In this episode, Bill Bellows and host Andrew Stotz discuss the problem of thinking in one dimension at a time (as we were taught in school) and its impact on our ability to solve problems. BONUS: Book recommendations to broaden your understanding of Deming and more. TRANSCRIPT 0:00:02.1 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 Bill Bellows, who has spent 30 years helping people apply Dr. Deming's ideas to become aware of how their thinking is holding them back from their biggest opportunities. The topic for today is, well, episode 19, Transforming How we Think. Bill, take it away. 0:00:29.9 Bill Bellows: And good evening, Andrew. 0:00:35.8 AS: Good evening. 0:00:36.2 BB: And, but just as a point of clarity, I view it as transforming how we think about our thinking. And that's what I've been focusing on for the, since the mid, the early '90s is not how we think, but what is our awareness of our thinking, and I think that ties in well with SoPK. So first in late breaking news, I am seeing with new eyes, Andrew. Literally, I've got new monofocal lenses in both eyes. The left eye three weeks ago, the right eye, a week ago. I was told about five years ago, eventually I'll have to have cataract surgery. And I spoke with a few friends who had it done, and they said, oh, it's easy. And what was so amazing was it was easier than they said. It was. 0:01:41.0 BB: But one neighbor who's had it done, and kind of a sad note is he claims, and I've not double checked this, he's a sharp guy. He claims 80% of the world's population would benefit from cataract surgery that they don't have access to and eventually go blind. And I don't know, I can believe, and he is in fact he's quoted me twice on that. But I am literally seeing with new eyes. The grays are now, shades of gray, are now shades of blue. When I look at the sky. My depth perception's a whole lot better. And so it ties in well with all this vision therapy stuff. So. 0:02:36.8 AS: Aren't you glad that those machines are high quality and the operations that they do are high quality? 0:02:41.6 BB: Oh, yeah. 0:02:42.4 AS: Just one little mistake on that one. And, that's... 0:02:46.2 BB: Well, and I'm signing the documents and there's a little bit of a flutter when I'm signing, in terms of the liability. And one friend's mom had a bad cataract procedure, so it doesn't always go. And I shared this with Kevin. Kevin's had the same, as likewise had the procedure done. And we shared the anxieties and then it worked out well. But yeah when I signed that form that there was in the event, and I thought, whoa, that'd be, anyway, it worked. All right, so where I want to pick up in episode 19 is where we left off with episode 18. And there near the end, I referenced from Dr. Deming. He says Dr. Deming says in chapter three of The New Economics, and he says, "we saw in the last chapter that we're living under the tyranny of the prevailing style of management. Most people imagine this style has always existed. It is a fixture. Actually," he said, "it's a modern invention, a trap that has led us into decline. Transformation..." 0:04:03.0 BB: You remember that word from last time? Okay. "Transformation is required. Education and government, along with industry are also in need of transformation. The System of Profound Knowledge will be introduced in the next chapter. To be introduced in the next chapter is a theory for transformation." So I've got some bullet points and I want to get into the additional chapters and references from The New Economics on Dr. Deming's use of the term transformation. 'Cause I think what he's talking about... SoPK is a theory for transformation. So I think it's just not enough to talk about SoPK without understanding how does that fit in with what Dr. Deming's talking about? 0:04:49.0 AS: And for the listeners who come out of the blue here, SoPK stands for the System of Profound Knowledge. 0:04:56.1 BB: Yes. And system then gets into elements and the four elements that Dr. Deming proposed in The New Economics, going back to the late '80s when he started to put these thoughts together. We need to think about the elements of Profound Knowledge are looking at things as a system and understanding of variation and appreciation of psychology. That's the people aspect. And then theory of knowledge, which gets into what he would explain as how do we know that what we know is so. So the one thing I wanted to bring up on the System of Profound Knowledge is conversations with Dick Steele. And a neat way of looking at the System of Profound Knowledge is to say, well, what if we were to look at some data points, one element, we look at variation, and we see some data the output of a process. 0:06:00.0 BB: We see it go up and down. Well, if that's the only element we have, then we can't ask what caused that, 'cause that's the upstream system. Well, that's the system piece. We cannot talk about what does this variation do downstream? That's the system piece. We cannot talk about how might we change that. That might get into the theory of knowledge or would get into the aspect of the theory of knowledge and some theories as to how we can go about changing the average, changing the amount of variation. And then what that leads us immediately to is, where do those ideas come from but people. 0:06:44.7 BB: So it's kind of, I think it's interesting. So Dr. Deming says the elements, but it's as connected to each other. So what I explain to the students in my courses is, in the beginning, and I remember when I'm looking at this, I'm looking at the elements. I'm thinking, okay, that variation, that's the Control Chart stuff. Common causes, special causes, well, it also includes variation in people. Oh, now we're talking about the people stuff. And then, so I find it interesting is it is easy to look at them as separate, but then in time they meld together really well. So it's not to say that we shouldn't start out looking at things as the elements 'cause I think that's what our education system does. In fact, there's a great documentary I watched a few years ago with Gregory Bateson, who was born in 1900 or so, passed away in the 1980s. 0:07:52.6 BB: And when I ask people have you ever heard of Gregory Bateson? They say, no. I say, well, have you heard of Margaret Mead? Yeah. Well, they were married once upon a time. That was her, he was her first husband. And so Bateson gives a lecture in this documentary that his daughter produced. And he says, and he is at a podium. You don't see the audience. You just see he's at a lectern. And he says, you may think that there's such a thing as psychology, which is separate from anthropology, which is separate from English, which is separate from... And he goes on to imply that they really aren't separate. But then he says, "Well, think what you want." 0:08:38.1 AS: Think what you want. 0:08:39.7 AS: And I thought that's what the education system does. It has us believe that these things are all separate. And so that's what's kind of neat. Yeah. And, but again, I think when you go to school, you're learning about history, then you learn about math. But one thing I noticed later on, many years later was the history people never talked about, if they talked about the philosopher who was well known in mathematics, we didn't hear that mathematics piece, nor in the math class did we hear about this person as a historical figure. We just learned about... And so the education system kind of blocks all that out. And then years later when we're outta school, we can read and see how all this stuff comes together and it does come together. So the one big thing I wanna say is that, is I think it's neat to look at something with just one of those elements and then say, how far does it go before you need the others to really start to do something? 0:09:47.0 BB: And that gets into the interactions. And by interactions, I mean that when you're talking about variation and you're thinking about people are different, how they feel is different, how they respond is different. Now you're talking about the interaction between psychology, at least that's one explanation of the interaction between people amd psychology. I wanna share next an anecdote. I was at a UCLA presentation. A friend of mine turned me on to these maybe once a month kind of deal to be an invited speaker. 70 people in the room. And these were typically professors from other universities, authors, and there is one story I wanna share is a woman who had written a book on why really smart kids don't test well in secondary schools. And there were a good number of people there. 0:10:45.6 BB: And I'm listening to all this through my Deming lens, and she's talking about how kids do on the exams. That goes back to an earlier podcast. How did you do on the exam? And so I'm listening to all this and she's drawing conclusions that these students are really smart, but they freak out. And then how might they individually perform better? As if the greatest cause by them all by themselves. And so afterwards, I went up and stood in line and I had a question for her that I deliberately did not want to ask in front of the entire room. 'Cause I wanted her undivided attention, and I really wanted to see where she'd come with this. 'Cause perhaps it could lead to an ongoing discussion. So I went up and introduced myself and I think I said something like, are you familiar with W. Edwards Deming? And I believe she said she was. I think she was a psychologist by background. And then I moved into the... Essentially the essence of what if the grades are caused by the system and not the student taken separately, which she acknowledged. She's like, yeah, that makes sense. And I remember saying to her, "Well then how might that change your conclusions?" 0:12:11.2 BB: And so I throw that as an example of... Deming's saying you could be an expert in, you know, you just look at something. Actually, when that comes to mind is Deming is saying something like shouldn't a psychologist know something about variation? Well, shouldn't a psychologist know something about systems? And I didn't maintain a relationship with her, but it was just other things to do. Next I wanna share a story. And I wrote this up in an article. Then when this is posted... 0:12:49.0 BB: Typically these are posted on LinkedIn. Then I'll put a link into the article. And it's a classic story that Russ Ackoff was very fond of saying, and I heard the story told quite a few times before I started to think about it a little bit differently. So the story is he was working for General Electric back in the 1960s. He is in a very high level meeting. And in the room is this, the then CEO of GE, Reginald Jones and all of the senior VPs of General Electric are in the room. And Russ... I'm guessing he was doing, I know Russ did a lot of work with Anheuser-Busch, and he did a lot of work with GE. So Russ says he is in the room. There's maybe a dozen of these senior VPs of plastics of all the different GE divisions. 0:13:41.2 BB: And there's, Russ said there's one of them that was relatively new in a senior VP position, now over plastics or over lighting or whatever it was. And at one point he gets up. And one by one he raises a question with each of his peers. Something like, "Andrew, I noticed last year you installed a new software system." And you would say, "yeah, yep, yep." And I said, "I noticed you went with..." Let's say Apple, "you went with Apple Software", and you're like, "yeah," "that's what I thought. Yeah, you went with Apple." And then you might say something like, "why do you ask?" And he says, "well, the rest of us use Microsoft products. And it just seems kind of odd that you would go off and buy something different." 0:14:41.0 BB: And the point, and Russ didn't get into these details, the essence was every single one of them he'd figured out over the last year had made a decision, pretty high level decision that that senior VP felt was good for that division, but not good for General Electric. And Russ said what got his attention was, he wasn't sitting in that room hearing those conversations and he hears one decision then another, now he's got a whole list. So Russ says, he goes around the room and calls out every single one of his peers. So, and Russ shared this in one phone call, the Ongoing Discussions that I've mentioned. And people said, Russ, do you have that documented? And he is like, well, I don't think I have that any anymore. But somebody else asking. 0:15:35.3 BB: And then no sooner was the call over I had some friends call me up, said, "Bill, can you ask Russ if you have that, if he can get a copy of that? It's probably on his shelf. You're in his office". I said to one friend. I said, "so you'd be surprised that a member of Parliament does what's best for his district and not what's best for the United Kingdom. You think, you'd be surprised that a congressman from Los Angeles is gonna do what's best for Los Angeles, not what's best for the country. 0:16:07.2 BB: So you're telling me you're surprised by that?" Well, "no, no, no." I said, "well then why do you have to have the documentation?" So that's one aspect of it. So I heard that story again and again. And so finally it, I said, wait a minute, wait a minute. So I said, "Russ, on that story, you being in the room with GE?" He says, yeah. He says, I know you don't have the documentation, I said, "but what happened after this guy called them all out? How did that go down?" He says, "one of the peers looks at this guy and says, so what's your point?" 0:16:42.3 BB: And the meeting moved on. And I wrote that for an article for the Lean Management Journal called, "You Laugh, It Happens". And when I look at that through the lens of the System of Profound Knowledge, is that surprising that that goes on? No, not at all. I wanna reference a couple books that I don't think I've mentioned at all. And I share these because for the Deming enthusiasts, these books have some brilliant examples of in different arenas that I think you absolutely love and you can use in your classes, use in your education, whatever. All fairly recent. The first one is "The Tyranny of Metrics" written by a historian. He is an American University historian, Jerry Mueller, and he has, I mean, Dr. Deming would just love this. Oh, bingo! Bingo! Bingo! Thank you. 0:17:48.4 AS: Yep. There it is. "The Tyranny of Metrics". 0:17:50.1 BB: Right? 0:17:50.7 AS: Yep. 0:17:51.3 BB: Right. Is that a great one? 0:17:53.2 AS: That's a great book. And you can follow him on Twitter also. He does do a lot of posts there. 0:18:00.4 BB: Now I reached out to him 'cause I relished the book 'cause the stories were just, you just can't make up all those stories. I mean the story that I shared with Russ is nothing in comparison to what Muller has in the book. I just don't believe that Muller has a solution that can... I don't think, I think the only thing missing from the book is if he had an understanding of the System of Profound Knowledge, he'd have a far better proposal as to what to do. 0:18:31.8 AS: Yeah. I read that and I felt similar that there was something that was missing there. It was, it was great stories as you say, but how do we connect that? How do we apply that? And what's the root cause here? And how do we, this, there was just... That was missing from it. And maybe that should be his next book. 0:18:53.9 BB: Oh, enormously. But it's worth reading regardless. 0:18:57.3 AS: Yeah. Agreed. 0:19:00.1 BB: But I was, I was, I wasn't surprised. I'd say this. He honestly tried to offer a proposal, but I just looked at it and said, Professor Muller, you would just love it. In fact, I believe I reached out to him. I don't know that I heard from him. Alright, that's one book. 0:19:17.1 AS: That reminds me of what Dr. Deming said. "How would they know?" 0:19:21.3 BB: Exactly. Exactly. 0:19:22.4 AS: So if he hadn't been exposed to the System of Profound Knowledge... 0:19:25.3 BB: Oh, no. No, no, no. 0:19:25.7 AS: Then it would be hard to pull it all together. Yep. Okay. 0:19:28.8 BB: Yeah. So the next book, which is somewhere behind you in your bookshelf, is "The End of Average" by Todd... 0:19:36.8 AS: Actually, I don't think I have that one. 0:19:39.4 BB: By Todd Rose, who's a research fellow at Harvard. It's a riveting book. Oh, Andrew, you would absolutely love it. Just, he goes back ages. I mean, hundreds of hundreds of years and looks at how lost we became... How lost civilizations were dealing with trying to make, deal with averages. And the book opens with the most riveting story. And I started reading this and immediately I started thinking, "Okay, okay, okay, okay." And I figured it out. So in the opening paragraph, he says, In one day in 1949, there were 17 military planes crashed. In one day. 17 military planes crashed in one day. And this was... It would have been after the Air Force separated from the Army Air Corps. And so I started thinking, okay, late '40s, planes are going faster. The US industry has German technology, and... Because the Germans had jet engines in the late '40s. So I'm thinking it's about speed. It's about something about speed, something about speed. And there's more and more planes flying. 0:21:06.6 BB: So they grounded the fleet. They had a major investigation, brought in this young guy as a data researcher. And he passed away a few years ago, I did some research with him recently. And what he found was the cockpits were designed, you're writing, Andrew, for the average size pilots. Everything in the cockpit was fixed for the average arm length, the average hand length, the average finger length, the average height, the... Everything about... All these measurements on the torso, the cockpit had, everything was fixed. And that's exactly what I thought was going on. As the planes are going faster and faster, reaction times need to be faster and faster. And they're not. So his research was, they went off and measured thousands of pilots and found out that there was no pilot met the average. 0:22:11.2 AS: Oh, God. 0:22:11.3 BB: And the conclusion was... And again, until the plane started flying faster, that was not an issue. And that's what I was thinking with all my training in problem solving, decision making, what is going on there? What is going on there? And that's what changes the... I mean, the speed was accelerating, but compounded by the fixed geometry. So the solution by the government Pentagon, to the contractors was, add flexibility to the cockpit, allow the seat to move up and down, and then the auto industry picked up on that evidently. And so this is one example of how a fixation on average and a number of other stories outside of engineering it's just fascinating. 0:23:01.4 AS: Let me just summarize. The End of Average by Todd Rose. And it was published in about 2016. It's got a 4.5 out of 5 review on Amazon with 1,000 ratings and has a very high for Goodreads review of about 4.1. So I'm definitely getting that one. I don't have it and I'm buying it. 0:23:22.1 BB: Yeah. And it's again, he, I believe in there he offers what we should do instead, which again, I think would be, benefit from an understanding of SoPK. And so, again, for the Deming enthusiast, there is stuff in those two books, which you'll just love. And the third book came out at, I think, 2020 during the pandemic, The Tyranny of Merit, that tyranny word again, by Michael Sandel from Harvard. And I believe we've spoken about him before. And it's the tyranny of meritocracy, which is the belief that I achieved my success all by myself. I earned the grade all by myself. Everything I've done, I've done all by myself. There is no greater system. And I've written... In fact I sent an email to Michael Sandel complimenting him for the book and trying to point out that everything he's talking about fits in very well with Deming's work and that the issues are bigger than that. 0:24:34.4 BB: And I have not yet heard back, but he's a busy guy. But those three books are I would say, must reads. Then I go on to say that, because I used earlier that Dr. Deming talked about we are living under the tyranny of the prevailing style of management. So then I looked. I wanted to, so what exactly is this tyranny stuff? I mean, I'm so used to the word, so I wanted to go back and get a definition. "Tyranny is often synonymous with cruelty and oppression." And I said, that's... Yeah. Yeah. Oh, absolutely. All right. 0:25:26.4 BB: So, next, I wanna talk about... In previous podcasts I talked about work at Rocketdyne, what we called an... In the beginning it was called A Thinking Roadmap. And then as we got turned on to thinking about thinking, we changed that to An InThinking Roadmap. And that constituted roughly 220 hours of training over a dozen or so courses. So we had a one day class in Edward de Bono's Six Thinking Hats, a one day class in his, in other, actually two days in some of his other. So anyways, we had a number of courses on de Bono's work. I had a 40-hour intro course to Taguchi methods and a 40-hour advanced class in Dr. Taguchi's work. We had a 9-hour session called Understanding Variation. We had a things we were trained in that were developed by others, and then things we designed ourselves. 0:26:36.6 BB: And in the courses are tools and techniques. So tools are a cell phone, a slide rule, a computer. And the technique is how do we use it? And they provide what Ackoff would call efficiency, but also a number of these courses were inspired by Dr. Deming and Russ Ackoff were about improving effectiveness. And I got into concepts and strategies. And then what I wanted to mention that I don't think I've mentioned before is the whole concept of an InThinking Roadmap, and in this thinking about our thinking, which is a big part of the theme for tonight is, as that was inspired by, in the early '90s, Rockwell, Rocketdyne was then part of Rockwell, every division of Rockwell had a technology roadmap. And that had to be presented to higher and higher levels. 0:27:33.3 BB: What technologies are developing? What's the roadmap? And so more and more and more I heard this tech roadmap, tech roadmap. And then with colleagues, we started thinking about thinking, we thought, we need to have a thinking roadmap to combine with the technology roadmap. So the technology roadmap is gonna be helping us enormously in terms of efficiency, but not effectiveness. And I thought to integrate those two is quite powerful, which is, again another reminder of why Dr. Deming's work is a brilliant foundation for the use of technology. Otherwise, what you end up doing in a non-Deming company is with a cell phone you can increase the speed of blame. 0:28:21.4 BB: All right. So then I went back since last time I did some more research into transformation and came up with some great thoughts from Russ Ackoff. Again, our dear friend Russ Ackoff. And this is from an article that Russ wrote on transformations. And he says, "transformation is not only require recognition of the difference between what is practiced and what is preached. He says a transformation called four years ago by Donald Schön in his book Beyond the Stable State," and this is a 1991 book, he said, "it requires a transformation in the way we think.” “Einstein," Russ says "put it powerfully and succinctly." He says, "without changing our patterns of thought, we'll not be able to solve the problems we created with our current pattern of thought." 0:29:08.2 BB: Russ continues. "I believe the pattern of thought that is required is systemic. It is difficult if at all possible to reduce the meaning of systemic thinking to a brief definition. Nevertheless, I try. Systemic thinking," again from Russ, "is holistic versus reductionist, synthetic versus analytic. Reductionist and analytic thinking derived properties from the whole, from the parts, from the properties of their parts. Holistic and synthetic thinking derived properties of parts, from the property of the whole that contains them." So I thought it was neat to go back and look at that. And then I want, more from Russ. "A problem never exists in isolation. It's surrounded by other problems in space and time. The more of a context of a problem that a scientist can comprehend, the greater are his chances of truly finding an adequate solution." 0:30:11.4 BB: And then, and so when I was going through this over the last few days, thinking, boy, I wish Dr. Deming defined transformation, it would've been, if he had an operational definition. But I thought, but wait a minute. 'Cause part of what I'm finding is, in my research, an article I came across years ago, Leading Change in the Harvard Business Review, a very popular article, 1995, by John Kotter, Why Transformations Fail. So Kotter uses that word and the title is Leading Change: Why Transformations Fail. And he is got establishing... Eight steps of transformation. "Establishing a sense of urgency, forming a powerful guiding coalition, creating a vision, communicating the vision, empowering others to act on the vision, planning for, and creating short-term wins." And under that step, Andrew, he's got a couple of steps, I'd like to get your thoughts on. One is "recognizing and rewarding employees involved in the improvements." So I thought, but of course this is transformation in the realm of the prevailing system of management. And so what that got me... Tossed around on it. I thought, well, wait a minute. There's a bunch of words that Dr. Deming uses that others use, but we know they mean something different. So Dr. Deming... 0:31:56.6 AS: Like I'm thinking, improvement is what he may be talking about. 0:32:02.4 BB: Well, but Dr. Deming talks about teamwork and the need to work together. Everybody talks about that. 0:32:08.1 AS: Yep. 0:32:09.2 BB: But just that we know, in a non-Deming environment, it's about managing actions, completing those tasks in isolation. I can meet requirements minimally, hand off to you, and that in a non-Deming environment, we call teamwork. So what I was thinking is, well, it's not that we need a new, 'cause I was even thinking, maybe we need a new word. Maybe in the Deming community, we should stop using the word transformation and come up with another word. Well, the trouble is, there's a whole bunch of other words that we use from teamwork to work together, to leader, quality. We talk about performance. We talk about root cause versus root causes. We talk about system. And so it's not that we need a new word, we need a new foundation. And that goes back to this notion as you read The New Economics or Out of the Crisis, you're hearing words that Dr. Deming uses that others use like John Kotter, but they're not used in the same context. 0:33:26.2 AS: How would you wrap up the main points you want people to take away from this discussion about transformation? 0:33:38.1 BB: Big thing is, we are talking about transformation. We are talking about seeing with new eyes, hearing with new ears. So the seeing, we talked about last time, is it's not just the systems. We're seeing systems differently. We're seeing variation differently. We're thinking differently about people and what motivates them and inspires them. The psychology piece, the theory of knowledge piece, we're challenging what we know. And then we have to think about all those interactions between two of them, between three of them, between four of them. And so I'd say that it's, the essence is transformation is essential. It is about rethinking our thinking. And I just wanna leave with two quotes. One fairly recent, one a little older. And the first quote, the more recent one from Tom Johnson, "How the world we perceive works depends upon how we think. The world we perceive," Andrew "is a world we bring forth through our thinking." 0:34:44.9 BB: That's H. Thomas Johnson, a dear friend in his 1999 book, Profit Beyond Measure. And my advice to people in reading that book is, do not attempt to read it laying down in bed. It's just, now you can read those other books we talked earlier. I think you can read those lying in bed. But Tom is very pithy. You wanna be wide awake. The last quote I wanna leave is from William James, born in 1842, died in 1910. He was an American philosopher, psychologist, and the first educator to offer a psychology course in the US. He is considered to be a leading thinker of the late 19th century, the father of American psychology, one of the elements of Profound Knowledge. And his quote that I wanna leave you with, Andrew is, "The greatest discovery of my generation is that human beings can alter their lives by altering their attitudes of mind." 0:35:45.2 AS: Whoa. Well, Bill, what an ending. On behalf of everyone at The Deming Institute, I want to thank you again for the discussion. For listeners, remember to go to deming.org to continue your journey. And if you want to keep in touch with Bill, just find him on LinkedIn. This is your host, Andrew Stotz, and I'll leave you with my favorite quote from Dr. Deming. "People are entitled to joy in work."
Thomas Johnson and Talkin' Troy Editor/Producer Jack Hallinan gather on short notice to discuss USC's hiring of Eric Musselman to replace Andy Enfield as head coach of the men's basketball program.
Thomas Johnson and Kasey Kazliner are on the scene in Portland to give their immediate thoughts following USC women's basketball's 80-73 loss to Paige Bueckers and the Uconn Huskies.
Jack Hallinan, Thomas Johnson, Fernanda Sanchez and Marcus Partida kick things off by discussing USC football's big recruiting wins, particularly on defense. Then, Thomas is back, joined by Kasey Kazliner, Darren Parry and Michelle Chavez, to break down USC's run in the women's NCAA tournament.
Leila McKenzie and Michelle Chavez kick off the episode by giving you everything you need to know about the women's side of March Madness. Next, Thomas Johnson, Kasey Kazliner and Marcus Partida try to explain went wrong for the men's basketball team, before closing things out with a little baseball talk.
Leila Mackenzie and Thomas Johnson react to USC Women's Basketball Pac-12 Tournament victory from Las Vegas. Then, all your favorite Talkin' Troy hosts compete against each other in a trivia tournament about USC Olympic sports history.
Talkin' Troy regulars Thomas Johnson, Kasey Kazliner and Darren Parry discuss their Pac-12 tournament brackets. Can JuJu Watkins and USC take it home? Listen to find out.
In the opening segment, DT Sports Editors Leila Mackenzie and Josh Sacher give USC women's lacrosse some deserved hype. Then, Thomas Johnson and Kasey Kazliner discuss recent Trojan baseball alums and where they stand in the pro baseball landscape. Finally, Thomas returns in the final segment to chat about some track and field record-breakers with Michelle Chavez.
JuJu has been the story for USC women's basketball this season, but who are the other key contributors? In the first segment, Thomas Johnson, Leila Mackenzie and Fernanda Sanchez gather to discuss exactly that. Then, Kasey Kazliner, Darren Parry and producer Jack Hallinan preview the USC-UCLA men's basketball game.
First, Dana Hammerstrom and Marcus Partida discuss the USC spring sports they believe could win NCAA national championships this season. Next, our TT baseball insiders Thomas Johnson, Darren Parry and Kasey Kazliner preview the Trojans' 2024 season.
First, Thomas Johnson, Marcus Partida and Darren Parry gather to discuss their all-time favorite Super Bowl performances by a USC player and how Juju Watkins might surpass Caitlin Clark as a force in women's college basketball. Next, Daily Trojan Sports Editor Leila MacKenzie and Michelle Chavez talk about USC women's soccer's eventful offseason thus far.
Thomas Johnson, Joshua Sacher and Jack Hallinan gather to have a midseason check-in on the state of USC basketball as the women's team flies high and the men's squad flounders amid high expectations.
After helping the Thomas Johnson High School boys track and field team win a second consecutive indoor team championship in the Frederick County Public Schools meet, senior Luke Freimanis is this week's guest on The Final Score podcast. Freimanis chats with host Greg Swatek about his success at the meet, setting a new meet record in the 55-meter hurdles and winning the high jump, and the significance of another team championship. He also talks about the two track-and-field video games, Sky High and Track Mayhem-Decatholon, he created and are now available to play worldwide on app stores. What inspired the ideas behind them? How long did it take to create them? How challenging was the process? And how did he react when he saw friends and teammates playing the game? Plus, FNP sports writer Alexander Dacy joins Greg to talk about the local sports scene here in Frederick County. Is there more clarity in the Player of the Year race for boys and girls basketball?
Maria Genné is a dancer, choreographer and educator, recognized as a pioneering leader in the intergenerational interactive participatory performing arts, and arts and health fields. Her national award-winning work to create interactive dance, music and story programs for intergenerational participants is designed to tap into the artistry and creativity of older adults and invite them to be central collaborators in the artistic process of dance, music and storytelling. In 2001, Maria developed The Dancing Heart™, a nationally recognized, evidence-based program which engages older adults of all abilities in weekly, interactive arts participation and health education. It was featured in the 2012 PBS documentary, Arts & the Mind, and is recognized as a model arts involvement program by the National Endowment for the Arts (NEA), the National Center for Creative Aging (NCCA), and winner of awards for program innovation by the American Public Health Association, American Society on Aging, and others. Maria is also an AARP Minnesota/Pollen Midwest Leadership 2019 Award Winner. Resources:https://kairosalive.org* The music in this episode was recorded by Thomas Johnson and is entitled: Tango Manouche
Hosts Thomas Johnson, Stefano Fendrich, Darren Parry and Jack Hallinan start off the podcast with a deep dive into what the USC football needs to do to improve on a 7-5 season with transfer portal, quarterback and defensive coordinator debates. Afterwards, hosts Rylan Bohnett and Kasey Kazliner talk some women's volleyball, then are joined by Marcus Partida to discuss the Talkin' Troy fantasy football league. And to conclude the longest episode in Talkin' Troy history, Thomas is joined by Leila MacKenzie and former-editor Grace Ingram to discuss which USC head coaches Grace would want to hang out with the most. This episode was hosted by Thomas Johnson, Stefano Fendrich, Jack Hallinan, Darren Parry, Rylan Bohnett, Kasey Kazliner, Marcus Partida and Leila MacKenzie. Edited by Thomas Johnson. Produced by Thomas Johnson and Jonathan Park. Talkin' Troy is one of three podcasts on the Daily Trojan podcast network. You can find more episodes wherever you listen to podcasts, or at our website dailytrojan.com.
Hosts Kasey Kazliner and Marcus Partida discuss this year's edition of the Crosstown Showdown between USC and UCLA, then dive into their favorite CFB rivalries. Lastly, they're joined by Anjali Patel, the coach of the Daily Trojan as the paper prepares to take on its rival, the Daily Bruin, in a friendly flag football game known as the Blood Bowl. This episode was hosted by Kasey Kazliner and Marcus Partida. Scripted by Marcus Partida and Kasey Kazliner. Edited by Darren Parry. Produced by Thomas Johnson and Jonathan Park. Talkin' Troy is one of four episodes on the Daily Trojan podcast network. You can find more episodes anywhere you listen to podcasts, as well as our website, dailytrojan.com.
Hosts Thomas Johnson, Kasey Kazliner and Leila MacKenzie discuss the firing of USC football's defensive coordinator Alex Grinch, with their dream picks of who should replace him. Later, they debate on which freshman, JuJu Watkins or Isaiah Collier, and which team, USC men's or women's basketball, will have the better season. This episode was hosted by Thomas Johnson, Kasey Kazliner and Leila MacKenzie. Scripted by Marcus Partida. Edited by Jack Hallinan. Produced by Stefano Fendrich and Jonathan Park. Talkin' Troy is one of four episodes on the Daily Trojan podcast network. You can find more episodes anywhere you listen to podcasts, as well as our website, dailytrojan.com.
Hosts Stefano Fendrich, Jack Hallinan and Marcus Partida discuss whether No. 20 USC can repeat history and beat No. 5 Washington. Then, Jack is joined by special guest Dylan Luden for instant reactions after USC Women's Soccer dropped a rivalry matchup to UCLA 4-2. This episode was hosted by Stefano Fendrich, Jack Hallinan and Marcus Partida. Scripted by Kasey Kazliner, Rylan Bohnett and Darren Parry. Produced by Thomas Johnson and Jonathan Park. Talkin' Troy is one of four shows on the Daily Trojan podcast network. You can find more episodes anywhere you listen to podcasts, as well as our website, dailytrojan.com.
Thomas's insights reflect a huge span of life experiences, from his first years in a small town in Libera arching into the capital city of the United States right into the White House. Enjoy...Reach Thomas at directly@getupngetfit.comThomas Johnson Jr. (TJ) Founder & Chief Executive Officer GetUpNGetFit LLC Email: getupngetfit@gmail.com Phone: (347) 292-9158 Website: https://www.getupngetfit.comWatch the video of Episode 104 with Thomas Johnson Jr. on our YouTube channel Moving To Oneness: https://www.youtube.com/channel/UCzEWKXR957EmpmXvG9Ygbhw~~~ * ~~~You are invited to bring your wisdom and powerful energy over to our Fb group where you can share it with us and others. Feel welcomed and comforted in our community. https://www.facebook.com/groups/movingtooneness You can request a topic of your choice to be spoken about or a song to be sung for you on a future podcast. Just let us know. :) In Love and Light, Meilin
Join us to discover the unlikely friendship of an American slave and the English "Prince of Preachers"! Thomas Johnson and Charles Spurgeon lived worlds apart, but somehow forged a relationship based on their mutual longing for freedom and love for the mission of Christ. Join us to hear a compelling and previously untold chapter of Church history.See omnystudio.com/listener for privacy information.
Join us to discover the unlikely friendship of an American slave and the English "Prince of Preachers"! Thomas Johnson and Charles Spurgeon lived worlds apart, but somehow forged a relationship based on their mutual longing for freedom and love for the mission of Christ. Join us to hear a compelling and previously untold chapter of Church history.
Skype of Cthulhu presents a Delta Green campaign scenario. Impossible Landscapes by Dennis Detwiller. August 11, 1995 New York City The agents continue their exploration of the mad location, fearing that one of their agents may be lost forever. Dramatis Persone: Jonathan as the Handler Max as Agent Gage Gary as Thomas Johnson the 3rd (Friendly) Randall as Agent Gus Sean as Agent Gerald Download Subcription Options Podcast statistics
Skype of Cthulhu presents a Delta Green campaign scenario. Impossible Landscapes by Dennis Detwiller. August 11, 1995 New York City The agents search the maze for a missing member of their team only to encounter someone they already know in a very unusual place. Dramatis Persone: Jonathan as the Handler Max as Agent Gage Gary as Thomas Johnson the 3rd (Friendly) Randall as Agent Gus Sean as Agent Gerald Download Subcription Options Podcast statistics
Skype of Cthulhu presents a Delta Green campaign scenario. Impossible Landscapes by Dennis Detwiller. August 11, 1995 New York City Discovering a secret entrance, the agents journey into a place of madness. Dramatis Persone: Jonathan as the Handler Max as Agent Gage Gary as Thomas Johnson the 3rd (Friendly) Randall as Agent Gus Sean as Agent Gerald Download Subcription Options Podcast statistics
Voices of Search // A Search Engine Optimization (SEO) & Content Marketing Podcast
Thomas Johnson, SEO Manager at We Buy Any Car, discusses understanding query intent. It's always challenging to get buy-in from stakeholders for SEO recommendations. But, what if there was a data-driven way to indicate future ROI on content pieces? Today, Thomas talks about understanding market intent and conversion rates to drive ROI. Show NotesConnect With: Thomas Johnson: Website // LinkedInThe Voices of Search Podcast: Email // LinkedIn // TwitterBenjamin Shapiro: Website // LinkedIn // TwitterSee Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.
Voices of Search // A Search Engine Optimization (SEO) & Content Marketing Podcast
Thomas Johnson, SEO Manager at We Buy Any Car, discusses understanding query intent. When users type queries into a search engine, how can you ensure that your business, product, or service shows up in the search result? Since we can always be sure of the user's intent, we go through a process of keyword intent mapping to attract the right traffic. Today, Thomas talks about leveling up keyword mapping with intent. Show NotesConnect With: Thomas Johnson: Website // LinkedInThe Voices of Search Podcast: Email // LinkedIn // TwitterBenjamin Shapiro: Website // LinkedIn // TwitterSee Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.
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