Podcast appearances and mentions of Thomas L Friedman

In this insightful episode, The Watson Weekly welcomes Alex Yancher (Yon-cher), CEO of Passport, just hours after the U.S. government announced sweeping new global trade tariffs. With $3.3 trillion in cross-border e-commerce at stake, this conversation couldn't be more timely.Guided by a Thomas L. Friedman-inspired prologue, we dive deep into the new frontier of Cross-Border Trade (CBT) — where data, logistics, and geopolitical tension collide. Alex shares the origin story of Passport, and why global brands like Carpe, Ogee, and Tommy John trust them to turn complex international challenges into seamless consumer experiences.From navigating 25% tariffs on EU steel to leveraging bonded warehouses and real-time FX for international growth, Alex outlines how Passport is helping brands not just survive—but thrive—in a volatile environment. We explore how Shopify and others are reshaping the landscape, and why transparency, logistics branding, and TikTok-era customer experience are no longer optional—they're essential.Key Topics:The real impact of April 2025 tariffs on global ecommerceWhy “asset-light” CBT might outpace localized fulfillmentLessons from Carpe and Ogee's global expansion strategiesLogistics as CX: the new battlefield for consumer loyaltyHow Passport is future-proofing brands against regulatory shocksDon't miss: Alex's take on what archaic global trade structure he'd tear down if given the chance.

Pope Francis had become one of the most influential voices on the moral side of climate change. Back in 2015, he released an encyclical called Laudato Si', where he framed environmental issues not just as scientific or political problems, but as deep moral and spiritual ones. He emphasized that climate change affects everyone—but especially the poor and vulnerable who contribute the least to the problem yet suffer the most from its effects. At the end of the show, we look back. All links to items mentioned on our show can be found on our Patreon page.

MILITARY WARRIOR AND AUTHOR SUN TZU WROTE, "The supreme art of war is to subdue the enemy without fighting." He wrote, "It is more important to outthink your enemy than to outfight him."    If Sun Tzu was right Donald Trump has already lost the Trade War with China.  Two days ago, I read the article I am quoting in this episode of Political Woman, "I HAVE NEVER BEEN MORE AFRAID FOR MY COUNTRY'S FUTURE."  In the New York Times, award-winning reporter Thomas L. Friedman nailed how I feel about Trump's unplanned, mismanaged, knee-jerk tariffs.  I hope you agree,     

President Trump has been operating with complete impunity and disregard for American institutions. In this episode of “The Opinions,” the Times Opinion deputy editor Patrick Healy and the columnist Thomas L. Friedman discuss the repercussions of such behavior on America's national and international policy.This episode originally aired in "The Opinions" feed on Mar. 20.For more episodes like this, follow "The Opinions" wherever you get your podcasts. Unlock full access to New York Times podcasts and explore everything from politics to pop culture. Subscribe today at nytimes.com/podcasts or on Apple Podcasts and Spotify.

CNN's Michael Smerconish makes the case on why President Joe Biden's approval ratings may rise after he leaves office. Then, New York Times Congressional Correspondent Annie Karni reports on how Obama, Schumer, and Jeffries worked behind closed doors to urge President Biden to drop out of the 2024 presidential race. After that, Richard Clarke, a former White House Counterterrorism Coordinator, explains the hypocrisy behind the Tik Tok ban. Finally, New York Times Foreign Affairs Columnist and 3-time Pulitzer Prize winner Thomas L. Friedman explains the roadblocks President-elect Trump will face in order to resolve conflict in the Middle East.  Learn more about your ad choices. Visit podcastchoices.com/adchoices

The International Criminal Court has issued arrest warrants for Israel's current Prime Minister and a former Defence Minister, adding yet another layer of complexity to an already fraught geopolitical landscape. Meanwhile, speculation grows about a potential ceasefire between Israel and Hezbollah, aimed at bringing a fragile quiet to the north. Yonit and Jonathan are also joined by two widely admired journalists: Thomas L. Friedman of The New York Times, who says the second Trump presidency could spell either opportunity or disaster for Israel, and Ilana Dayan of Israel's Channel 12, who gives an exclusive, English-language reading of a landmark speech she delivered last week at the Weizmann Institute to huge acclaim. Plus: this week's mensch award nominee is brave - and the chutzpah award is fruity. -- You can watch the full episode on YouTube: https://youtu.be/POZkVIhTwHM Subscribe to our Substack: https://unholypodcast.substack.com/ Follow us on Instagram: https://www.instagram.com/unholypodcast/ X: https://x.com/2jewsonthenews Join our Facebook group: https://www.facebook.com/groups/1150578065793142See omnystudio.com/listener for privacy information.

durée : 00:39:15 - France Culture va plus loin (l'Invité(e) des Matins) - par : Guillaume Erner, Isabelle de Gaulmyn - S'appuyant sur dix années de journalisme entre Beyrouth et Jérusalem, Thomas L. Friedman se pose en observateur avisé des évènements actuels au Proche-Orient. Il dévoile les grands enjeux du conflit en cours entre Israël et le Hezbollah et propose des pistes pour éviter l'embrasement régional. - réalisation : Félicie Faugère - invités : Thomas Friedman Éditorialiste, auteur

The New York Times'ın meşhur yazarı Thomas L. Friedman, ekrandaki Biden- Trump tartışmasını Lizbon'da bir otel odasında izlerken “ağlamış!” Joe Biden'ın düştüğü berbat vaziyet, onu öyle üzmüş ki, Başkan'ına “Dostum, hemen çekilmelisin!” diyor. *** Demokrat Parti'nin sembolü eşek, ya: -Friedman'a “Geçti, Bor'un pazarı; sür eşeği Niğde'ye!” desek, anlamaz… Haliyle, ona kendi lisanında “Good morning after supper!” diyebiliriz. Yani? -Akşam yemeğinden sonra günaydın! KARA MİZAH FİGÜRÜ Demokrat Parti Cephesi, “Kafa Gidik” Biden'ın “bunadığı” gerçeğini… Bugüne kadar “bastırmanın” bedelini fena halde ödüyor! *** ABD Başkanı Ayaklı Mumya Joe'nun kampanyası, içinde ekran yenilgisinin de yer aldığı sadece bir hafta içinde “felaket bir krize” sürüklendi. Buna mukabil, Bunak Biden adaylıkta direniyor. *** Biden, Wisconsin'deki destekçilerine “çekilmeyeceğini” söylerken; “Bu yarışı kazanmaya benden daha uygun biri yok” dedi! Uykucu Joe'nun bu akla ziyan iddiası, onun artık bir “Kara Mizah” figürü haline geldiğini gösteriyor. KAMALA ALTERNATİFİ Panik Atak yaşayan Demokrat Partili vekillerin bir kısmı…

Gil se preparaba para depositar su voto en la urna cuando se estrelló con un ensayo de Thomas L. Friedman que repasa la peligrosa conducta de Netanyahu y su salvaje guerra contra Gaza, y arroja unos cuantos subrayados a esta página del fondo

On this episode of the GZERO World Podcast, while the Gaza war rages on with no end in sight, Ian Bremmer and three-time Pulitzer Prize-winning New York Times columnist Thomas L. Friedman discuss how it could end, who is standing in the way, and what comes next. Currently, a rift between the Biden administration and the Israeli government over how to handle the conflict is widening. More than 32,000 Palestinians have been killed in Gaza, including nearly 14,000 children, according to local health officials and the United Nations. And over a hundred Israelis remain hostages of Hamas. And to make matters worse, just this week, thousands of Israelis took to the streets to call for Netanyahu's ouster, an Israeli airstrike in Damascus killed several top Iranian commanders (threatening a wider regional escalation), and another Israeli strike in Gaza killed seven aid workers in a food convoy for the nonprofit, World Central Kitchen. It may seem premature to talk about a resolution to this conflict, but Friedman argues that it is more important now than ever to map out a viable endgame. "Either we're going to go into 2024 with some really new ideas,” Friedman tells Ian, “or we're going back to 1947 with some really new weapons." Also, Friedman emphasizes the "codependency" between Netanyahu and Hamas, noting Bibi's reliance on a right-wing coalition opposed to any progress toward Palestinian unity.Subscribe to the GZERO World with Ian Bremmer Podcast on Apple Podcasts, Spotify, or your preferred podcast platform, to receive new episodes as soon as they're published.

On this episode of the GZERO World Podcast, while the Gaza war rages on with no end in sight, Ian Bremmer and three-time Pulitzer Prize-winning New York Times columnist Thomas L. Friedman discuss how it could end, who is standing in the way, and what comes next.  Currently, a rift between the Biden administration and the Israeli government over how to handle the conflict is widening. More than 32,000 Palestinians have been killed in Gaza, including nearly 14,000 children, according to local health officials and the United Nations. And over a hundred Israelis remain hostages of Hamas. And to make matters worse, just this week, thousands of Israelis took to the streets to call for Netanyahu's ouster, an Israeli airstrike in Damascus killed several top Iranian commanders (threatening a wider regional escalation) and another Israeli strike in Gaza killed seven aid workers in a food convoy for the nonprofit, World Central Kitchen. It may seem premature to talk about a resolution to this conflict, but Friedman argues that it is more important now than ever to map out a viable endgame. "Either we're going to go into 2024 with some really new ideas,” Friedman tells Ian, “or we're going back to 1947 with some really new weapons." Also, Friedman emphasizes the "codependency" between Netanyahu and Hamas, noting Bibi's reliance on a right-wing coalition opposed to any progress toward Palestinian unity.

On this episode of the GZERO World Podcast, while the Gaza war rages on with no end in sight, Ian Bremmer and three-time Pulitzer Prize-winning New York Times columnist Thomas L. Friedman discuss how it could end, who is standing in the way, and what comes next.Currently, a rift between the Biden administration and the Israeli government over how to handle the conflict is widening. More than 32,000 Palestinians have been killed in Gaza, including nearly 14,000 children, according to local health officials and the United Nations. And over a hundred Israelis remain hostages of Hamas. And to make matters worse, just this week, thousands of Israelis took to the streets to call for Netanyahu's ouster, an Israeli airstrike in Damascus killed several top Iranian commanders (threatening a wider regional escalation), and another Israeli strike in Gaza killed seven aid workers in a food convoy for the nonprofit, World Central Kitchen.It may seem premature to talk about a resolution to this conflict, but Friedman argues that it is more important now than ever to map out a viable endgame. "Either we're going to go into 2024 with some really new ideas,” Friedman tells Ian, “or we're going back to 1947 with some really new weapons."Also, Friedman emphasizes the "codependency" between Netanyahu and Hamas, noting Bibi's reliance on a right-wing coalition opposed to any progress toward Palestinian unity.Host: Ian BremmerGuest: Thomas L. Friedman Subscribe to the GZERO World with Ian Bremmer Podcast on Apple Podcasts, Spotify, or your preferred podcast platform, to receive new episodes as soon as they're published.

“I have no idea how this ends. I've never seen it so broken,” Thomas L. Friedman, a New York Times Opinion columnist who has been covering the Middle East for decades, tells me.It's been just over 100 days since Hamas's attack on Israel, and the costs of the war are staggering. In polling from late fall, 64 percent of Gazans reported that a family member had been killed or injured. Nearly two million Gazans — almost the entire population — have been displaced from their homes, and analysis of satellite imagery reveals that about half the buildings in the Gaza Strip have probably been destroyed or damaged.Israel believes that more than 100 hostages are being held captive in Gaza, and polling reveals that Hamas has gained popularity among Palestinians while support for Israel has plummeted around the world. When this war ends, will Israel really be safer? Who will govern Gaza? What will be left of Gaza?Friedman is the author of “From Beirut to Jerusalem,” among other books. He has covered the Middle East for decades and won a Pulitzer for his reporting from Israel. And so I wanted to ask him: What does he think of where Israel is now, and what does he imagine comes next?Mentioned:Columnist Assistant applicationThomas L. Friedman's recent columns“‘Joe Biden May Be the Last Pro-Israel Democratic'” by Thomas L. FriedmanBook Recommendations:The Little Drummer Girl by John Le CarréThe Splendid and the Vile by Erik LarsonI'm Your Man by Sylvie SimmonsThoughts? Guest suggestions? Email us at ezrakleinshow@nytimes.com.You can find transcripts (posted midday) and more episodes of “The Ezra Klein Show” at nytimes.com/ezra-klein-podcast, and you can find Ezra on Twitter @ezraklein. Book recommendations from all our guests are listed at https://www.nytimes.com/article/ezra-klein-show-book-recs.This episode of “The Ezra Klein Show” was produced by Annie Galvin. Fact-checking by Michelle Harris, with Kate Sinclair. Our senior engineer is Jeff Geld, with additional mixing by Efim Shapiro. Our senior editor is Claire Gordon. The show's production team also includes Rollin Hu and Kristin Lin. Original music by Isaac Jones. Audience strategy by Kristina Samulewski and Shannon Busta. The executive producer of New York Times Opinion Audio is Annie-Rose Strasser. And special thanks to Sonia Herrero.

Summary No guest today in what is my first episode of the new year. I promise no New Year's resolutions except one: to read and digest as many books as I can during the year. Given my interest in books, I was curious to know what some of my colleagues, friends, and family members will read in 2024. So, I contacted more than 40 of them, asking them for a brief bio, their book of choice, and why that title might find its way to their nightstand. I thought that maybe I'd hear from a few, but that many might be too busy to respond, given the fast-approaching holiday. Their responses poured in: Jesse Kohler is the President and Chair of The Change Campaign and also serves as Executive Director of the Campaign for Trauma-Informed Policy and Practice. Going to read Preventing and Healing Climate Traumas: A Guide to Building Resilience and Hope in Communities by Bob Doppelt. Because the climate crisis is widely traumatizing. Promoting support across our society to work through it together is one of the most critical callings of our time. Paul McNicholls is a lay historian and author. Going to read Victory to Defeat: The British Army 1918–40 by Richard Dannatt and Robert Lyman. Because what happened to the British Army between the First and Second World Wars explains why they were summarily defeated by the Germans and had to be evacuated from the beaches at Dunkirk in 1940. Frank Zaccari is a best-selling author and CEO of Life Altering Events, LLC. Going to read The Passion Test by Janet and Chris Attwood. Because over my long time on the planet, my passion – or what I thought was my passion – has changed many times. Now, in my semi-retirement, this book will help me focus on finding my next passion where I can make a difference. Neil C. Hughes is a freelance technology journalist, podcast host and engineer, and the producer of "Tech Talks Daily" and "Tech Fusion" by Citrix Ready.  Going to read Freedom to Think: Protecting a Fundamental Human Right in the Digital Age by Susie Alegr. Because this title will deepen my understanding of the intersection between technology, privacy, and human rights in the digital age. Melissa Hughes, Ph.D. is a neuroscience researcher, speaker, and author of Happy Hour with Einstein and Happier Hour with Einstein: Another Round.  Going to read Misbelief by Dan Ariely. Because the human brain is so incredible and so incredibly flawed (and because I read everything that Dan Ariely writes!) And Hidden Potential: The Science of Achieving Greater Things by Adam Grant. Because we all have hidden potential begging to be discovered.   Valerie Gordon is a former Emmy-winning television producer who brings the Art of Storytelling for Impact and Influence to audiences and corporate leaders.  Going to read Hidden Potential: The Science of Achieving Greater Things by Adam Grant. Because I found his previous works to be insightful and helpful in my business as well as in meeting my own goals. I recommend it to anyone interested in the human mind and its impact on realizing our potential. Rich Gassen is a print production manager at UW-Madison and also leads a community of practice for supervisors where we explore topics on leadership and staff development. Going to read Hidden Potential: The Science of Achieving Greater Things by Adam Grant. Because I have always sought to improve myself and those around me to achieve more through better processes, incorporating efficiencies, and harnessing strengths. I feel that this book will bring me to another level in being able to do that. Sarah Elkins is a StrengthFinder coach and story consultant, keynote speaker, podcast host, and the author of Your Stories Don't Define You, How You Tell Them Will. Going to read Black Cake by Charmaine Wilkerson. Because I've become especially sensitive to representation over the past few years, and I talk about wanting to support all people. Reading a book by a person of color and understanding her back story is one way to help me do that. Diane Wyzga is a global podcaster, a story expert who helps clients clarify ideas and amplify messaging, and a hiker – who walks the talk. Going to read The Perfection Trap - Embracing the Power of Good Enough by Thomas Curran. Because as I've become aware of our culture's dangerous obsession with perfection, I want to learn to step away from my own focus on it. Bill Whiteside is a retired software salesman who is now writing a book about Winston Churchill and a little-known event from World War II. Going to read Larry McMurtry: A Life by Tracy Daugherty. Because after spending the past five years researching my book with my nose in books about Britain and France in 1940, it's going to be refreshing to read just for fun once again. McMurtry's personality and career as a bookstore owner and a highly regarded author – “Lonesome Dove," “The Last Picture Show” and “Terms of Endearment” – fascinate me. Mark Reid is a maker of traditional handmade Japanese paper and host of the Zen Sammich podcast. Going to read The Moon and Sixpence by W. Somerset Maugham. Because the main character's internal moral challenges and the battle with societal expectations are compelling for me to read about and contemplate. Mark O'Brien is the founder and principal of O'Brien Communications Group, a B2B brand-management and marketing-communications firm, and host of The Anxious Voyage, a syndicated radio show about life's trials and triumphs. Going to read Lyrical and Critical Essays by Albert Camus. Because as a longtime fan of Camus' existential work, I look forward to stretching my thick Irish noggin to let in a tad more light – as I always try to do. Hope Blecher is an educational consultant and the founder of Hope's Compass, www.HopesCompass.org, a non-profit that helps members of the community and visitors to interact with survivors of the Holocaust and children of survivors through arts, music, poetry, prose, and more.  Going to (re)read The Little Prince by Antoine de Saint-Exuperty. Because I experience something new each time I read it. And Art Matters: Because Your Imagination Can Change the World by Neil Gaiman and Chris Riddell. Because I'm curious about what these authors will say that will help me continue on my own pathway of exploring art. Christine Mason is the Cultivating Resilience podcast co-host, educational psychologist researcher, entrepreneur, and yoga instructor/mindfulness coach. Going to read From Beirut to Jerusalem by Thomas L. Friedman. Because Friedman knows the region exceptionally well, this book will provide me with a greater understanding of the underlying regional and religious tensions and conflicts and also prepare me to lead others in a deeper discussion toward a potential resolution and peace. Tammy Hader is a retired accountant, a lifetime Kansan, a storyteller, a caregiver, and an author. (See above.) Going to read Bowling Alone by Robert Putnam. Because our relationships – our social capital – continue to be degraded in the current environment, so I want to study it, defend against it, and learn how to shift myself and my community into improved connections. Cindy House is the author of Mother Noise, a memoir about her recovery from addiction. She is a regular opener for David Sedaris on his book lecture circuit. She is also my memoir instructor. Going to read Art Monster: Unruly Bodies in Feminist Art by Lauren Elkin. Because the book looks at women artists and their work as a reaction against the patriarchy. In these days of watching the GOP war against women, it seems especially important as a woman in the arts to consider how my work can be a protest against extreme political positions.  Susan Rooks – the Grammar Goddess – is an editor/proofreader who helps nonfiction/business content authors of books/blogs/websites and podcasters and their episode transcriptions look and sound as smart as they are. Going to read Outlive: The Science and Art of Longevity by Peter Attia, MD. Because as I age, I'm interested in doing everything I can to stay alive in a healthy manner. Steve Ehrlich is a lifelong educator and has an equally long-standing calling in fly fishing. He combines those two loves in classes on the lessons of fly fishing and its treasured literature for personal and professional growth, renewal and healing, and social change.  Going to read An Immense World: How Animal Senses Reveal the Hidden Realms Around Us by Ed Yong. Because I've always been intrigued by the interconnectedness of things, especially the things we can't fully understand. Such a mystery is at the heart of this book, which is about how animals are connected to one another in so many ways and in a manner that most of us have difficulty comprehending.  Annette Taylor is a rogue researcher of evolutionary psychology. Going to finish We Are Electric by Sally Adee – but doing so scares me... Because it seems like the author is justifying our “merging” with AI or at least romanticizing our ever increasing entanglements with technology. And since I like to simplify life using a cave-dweller perspective, this idea freaks me out. Leon Ikler is a commercial photographer primarily shooting tabletop and small room scenes in the studio along with a mix of location work. Going to read Democracy Awakening by Heather Cox Richardson. Because in these contentious times with the nation so divided, I like how she frames today's issues against what has taken place in the past. I feel it is essential to know our history so we can try to avoid making the same mistakes again. Rita Grant is a former award-winning video producer. Going to reread The United States of Arugula by David Kamp.  Because it's a great reminder of how our current American culinary landscape was created. I'm ending with Rita because she also sent in another suggestion. Not a book, but a song – "You Can't Take That Away From Me," sung by the incomparable Ella Fitzgerald. As Rita noted, "The lyrics will stand the test of time.  They're a testament to what we hold in our hearts and imagination that can never be taken from us."

This week, the Opinion columnist and former New York Times Jerusalem bureau chief Thomas L. Friedman joins the “Matter of Opinion” hosts to discuss the rapidly evolving situation in the Middle East and the mistakes that led to this moment (he's looking at you, Benjamin Netanyahu).(A full transcript of the episode will be available midday on the Times website.) Mentioned in this episode:"Why Israel is Acting This Way," by Thomas L. Friedman in The New York Times

Israel has declared war on Hamas, the militant group responsible for sending thousands of rockets onto Israeli soil over the weekend. Meanwhile Prime Minister Benjamin Netanyahu has vowed to "turn them into rubble." But military decimation at the hands of Israel could come at a cost, namely Israel's standing in the world and therefore its own long-term peace and security. Thomas L. Friedman's article, referenced in the broadcast. Always more at dimitrigats.com

In a riveting discussion, Chaz Wolfe sits down with Jason VanDuyn, the esteemed President of AQuest Wealth Strategies. They delve into some controversial beliefs, the overlooked aspects of financial literacy, and the path to authentic wealth. If you've ever wondered about the real implications of 401k or the essence of passive income, this episode holds answers.Major Timestamps:00:00 - Introduction05:22 - The reason behind Jason's unique business direction.10:30 - The 401k controversy: Why Jason labels it a Ponzi scheme.12:50 - The unexpected anxieties of single-digit millionaires.14:00 - Jason's roadmap to building substantial wealth.20:00 - The intangible price of creating memories with your family.22:00 - The true meaning of "paying yourself first."30:58 - The reality of passive income and its misconceptions.35:36 - Chaz's take on America's current season of overspending.45:00 - How Jason seamlessly merges family time with business.51:00 - Connect with Jason and discover AQuest Wealth Strategies.Noteworthy Quotes:"We are where we are based on the decisions that we've made." - Chaz Wolfe"Fund your goals, before you live for today." - Jason VanDuynRecommended Resources:"The Richest Man in Babylon" by George S. Clason: www.amazon.com/Richest-Man-Babylon-George-Clason/dp/0451205367"Rich Dad Poor Dad" by Robert T. Kiyosaki: www.amazon.com/Rich-Dad-Poor-Teach-Middle/dp/1612680178/"Robots, Dorks or Old Men" by Jason VanDuyn"The World is Flat" by Thomas L. Friedman: www.amazon.com/World-Flat-21st-Century/dp/0374292795/"The 4-Hour Work Week" by Timothy Ferriss: www.amazon.com/4-Hour-Workweek-Escape-Live-Anywhere/dp/0307465357/Connect with Jason VanDuyn:LinkedIn: Jason VanDuyn - AQuest Wealth Strategies: www.linkedin.com/in/aquestwealth/Facebook: AQuest Wealth Strategies: www.facebook.com/aquestwealthstrategiesOfficial Website: AQuest Wealth Strategies: www.aquestwealth.com/YouTube: AQuest Wealth Strategies Channel: www.youtube.com/@aquestwealthstrategies2291Connect with Chaz Wolfe (Host): Linktree: https://linktr.ee/chazwolfeWebsite: www.gatheringthekings.comFacebook: https://www.facebook.com/chazwolfe/Facebook: https://www.facebook.com/gatheringthekingsInstagram: https://www.instagram.com/gatheringthekings/LinkedIn: https://www.linkedin.com/in/chaz-wolfe-86767054/Linkedin: https://www.linkedin.com/company/91415421/TikTok: https://www.tiktok.com/@chazwolfe_kingsIf you liked this episode, please LIKE, SUBSCRIBE, drop us a REVIEW, and share with your friends. We appreciate you, and your support enables us to keep bringing you the goods on the show!#business #podcast #entrepreneur #entrepreneurship #financialplanning #wealth #wealthtips #wealthwisdom #financialadvisor 06VdDMgZwIFxXhXLPKjr

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Taiwan's status in the world has never been clear and neither has the United States' position on the issue. In this Congressional Dish, via footage from the C-SPAN archive dating back into the 1960s, we examine the history of Taiwan since World War II in order to see the dramatic shift in Taiwan policy that is happening in Congress - and in law - right now. Please Support Congressional Dish – Quick Links Contribute monthly or a lump sum via PayPal Support Congressional Dish via Patreon (donations per episode) Send Zelle payments to: Donation@congressionaldish.com Send Venmo payments to: @Jennifer-Briney Send Cash App payments to: $CongressionalDish or Donation@congressionaldish.com Use your bank's online bill pay function to mail contributions to: 5753 Hwy 85 North, Number 4576, Crestview, FL 32536. Please make checks payable to Congressional Dish Thank you for supporting truly independent media! View the show notes on our website at https://congressionaldish.com/cd272-what-is-taiwan Background Sources Recommended Congressional Dish Episodes CD259: CHIPS: A State Subsidization of Industry CD187: Combating China Taiwan History and Background “In Focus: Taiwan: Political and Security Issues” [IF10275]. Susan V. Lawrence and Caitlin Campbell. Updated Mar 31, 2023. Congressional Research Service. “Taiwan taps on United Nations' door, 50 years after departure.” Erin Hale. Oct 25, 2021. Aljazeera. “China must 'face reality' of Taiwan's independence: Taiwanese President Tsai Ing-wen.” Stacy Chen. Jan 16, 2020. ABC News. “Taiwan weighs options after diplomatic allies switch allegiance.” Randy Mulyanto. Sep 26, 2019. Aljazeera. U.S.-Taiwan Relationship Past “The Taiwan Relations Act” [Pub. L. 96–8, § 2, Apr. 10, 1979, 93 Stat. 14.] “22 U.S. Code § 3301 - Congressional findings and declaration of policy.” Cornell Law School Legal Information Institute. Current “China moves warships after US hosts Taiwan's Tsai.” Rupert Wingfield-Hayes. Apr 6, 2023. BBC News. “Speaker Pelosi's Taiwan Visit: Implications for the Indo-Pacific.” Jude Blanchette et al. Aug 15, 2022. Center for Strategic and International Studies. "Pelosi in Taiwan: Signal or historic mistake?” Aug 4, 2022. DW News. “China threatens 'targeted military operations' as Pelosi arrives in Taiwan.” News Wires. Feb 8, 2022. France 24. “Nancy Pelosi's visit to Taiwan would be 'ill-conceived' and 'reckless.'” Dheepthika Laurent. Feb 8, 2022. France 24. Presidential Drawdown Authority “Use of Presidential Drawdown Authority for Military Assistance for Ukraine.” Apr 19, 2023. U.S. Department of State Bureau of Political-Military Affairs. U.S. China Relationship “America, China and a Crisis of Trust.” Thomas L. Friedman. Apr 14, 2023. The New York Times. Laws H.R.7776: James M. Inhofe National Defense Authorization Act for Fiscal Year 2023 Full Text Outline of Taiwan Provisions TITLE X - GENERAL PROVISIONS Subtitle G - Other Matters Sec. 1088: National Tabletop Exercise By the end of 2023, the Secretary of Defense is to assess the viability of our domestic critical infrastructure to identify chokepoints and the ability of our armed forces to respond to a contingency involving Taiwan, including our armed forces' ability to respond to attacks on our infrastructure. TITLE XII - MATTERS RELATING TO FOREIGN NATIONS Subtitle E - Matters Relating to the Indo-Pacific Region Sec. 1263: Statement of Policy on Taiwan “It shall be the policy of the United States to maintain the capacity of the United States to resist a fait accompli that would jeopardize the security of thepeople of Taiwan.” Fait accompli is defined as, “the resort to force by the People's Republic of China to invade and seize control of Taiwan before the United States can respond effectively.” Sec. 1264: Sense of Congress on Joint Exercises with Taiwan Congress wants the Commander of the United States Indo-Pacific Command to carry out joint military exercises with Taiwan in “multiple warfare domains” and practice using “secure communications between the forces of the United States, Taiwan, and other foreign partners” Taiwan should be invited to participate in the Rim of the Pacific (RIMPAC) exercise in 2024. RIMPAC is a multinational maritime exercise, now the world's largest, that has happened 28 times since 1971. The last one took place in and around Hawaii and Southern California in the summer of 2022. 26 countries, including the US, participated. TITLE LV - FOREIGN AFFAIRS MATTERS Subtitle A - Taiwan Enhanced Resilience Act PART 1 - IMPLEMENTATION OF AN ENHANCED DEFENSE PARTNERSHIP BETWEEN THE UNITED STATES AND TAIWAN Sec. 5502: Modernizing Taiwan's Security Capabilities to Deter and, if necessary, Defeat Aggression by the People's Republic of China Grants: Expands the purpose of the State Department's Foreign Military Financing Program to “provide assistance including equipment, training, and other support, to build the civilian and defensive military capabilities of Taiwan” Authorizes the State Department to spend up to $100 million per year for 10 years to maintain a stockpile of munitions and other weapons (authorized by Sec. 5503). Any amounts that are not obligated and used in one year can be carried over into the next year (which essentially makes this a $1 billion authorization that expires in 2032). The stockpile money is only authorized if the State Department certifies every year that Taiwan has increased its defense spending (requirement is easily waived by the Secretary of State). Authorizes $2 billion per year for the Foreign Military Financing grants each year for the next 5 years (total $10 billion in grants). The money is expressly allowed to be used to purchase weapons and “defense services” that are “not sold by the United States Government” (= sold by the private sector). No more than 15% of the weapons for Taiwan purchased via the Foreign Military Financing Program can be purchased from within Taiwan Loans: Also authorizes the Secretary of State to directly loan Taiwan up to $2 billion. The loans must be paid back within 12 years and must include interest. The Secretary of State is also authorized to guarantee commercial loans up to$2 billion each (which can not be used to pay off other debts). Loans guaranteed by the US must be paid back in 12 years. Sec. 5504: International Military Education and Training Cooperation with Taiwan Requires the Secretary of State and Secretary of Defense to create a military training program with Taiwan by authorizing the Secretary of State to train Taiwan through the International Military Education and Training Program. The purposes of the training include enhancements of interoperability between the US and Taiwan and the training of “future leaders of Taiwan”. The training itself can include “full scale military exercises” and “an enduring rotational United States military presence” Sec. 5505: Additional Authorities to Support Taiwan Authorizes the President to drawdown weapons from the stocks of the Defense Department, use Defense Department services, and provide military education and training to Taiwan, the value of which will be capped at $1 billion per year The President is also given the “emergency authority” to transfer weapons and services in “immediate assistance” to Taiwan specifically valued at up to $25 million per fiscal year. Sec. 5512: Sense of Congress on Taiwan Defense Relations “The Taiwan Relations Act and the Six Assurances provided by the United States to Taiwan in July 1982 are the foundation for United States-Taiwan relations.” “The increasingly coercive and aggressive behavior of the People's Republic of China toward Taiwan is contrary to the expectation of the peaceful resolution of the future of Taiwan” “As set forth in the Taiwan Relations Act, the capacity to resist any resort to force or other forms of coercion that would jeopardize the security, or the social or economic system, of the people on Taiwan should be maintained.” The US should continue to support Taiwanese defense forces by “supporting acquisition by Taiwan of defense articles and services through foreign military sales, direct commercial sales, and industrial cooperation, with an emphasis on capabilities that support an asymmetric strategy.” Support should also include “Exchanges between defense officials and officers of the US and Taiwan at the strategic, policy, and functional levels, consistent with the Taiwan Travel Act.” PART 3 - INCLUSION OF TAIWAN IN INTERNATIONAL ORGANIZATIONS Sec. 5516: Findings “Since 2016, the Gambia, Sao Tome and Principe, Panama, the Dominican Republic, Burkina Faso, El Salvador, the Solomon Islands, and Kiribati, have severed diplomatic relations with Taiwan in favor of diplomatic relations with China” “Taiwan was invited to participate in the World Health Assembly, the decision making body of the World Health Organization, as an observer annually between 2009 and 2016. Since the 2016 election of President Tsai, the PRC has increasingly resisted Taiwan's participation in the WHA. Taiwan was not invited to attend the WHA in 2017, 2018, 2019, 2020, or 2021.” “United Nations General Assembly Resolution 2758 does not address the issue of representation of Taiwan and its people at the United Nations, nor does it give the PRC the right to represent the people of Taiwan.” Sec. 5518: Strategy to Support Taiwan's Meaningful Participation in International Organizations By the end of Summer 2023, the Secretary of State must create a classified strategy for getting Taiwan included in 20 international organizations. The strategy will be a response to “growing pressure from the PRC on foreign governments, international organizations, commercial actors, and civil society organizations to comply with its ‘One-China Principle' with respect to Taiwan.” PART 4 - MISCELLANEOUS PROVISIONS Sec. 5525: Sense of Congress on Expanding United States Economic Relations with Taiwan “Taiwan is now the United States 10th largest goods trading partner, 13th largest export market, 13th largest source of imports, and a key destination for United States agricultural exports.” Audio Sources Evaluating U.S.-China Policy in the Era of Strategic Competition February 9, 2023 Senate Foreign Relations Committee Witnesses: Wendy Sherman, Deputy Secretary of State, U.S. Department of State Ely Ratner, Assistant Secretary of Defense for Indo-Pacific Security Affairs, U.S. Department of Defense Clips 17:40 Wendy Sherman: We remain committed to our long standing One China Policy and oppose any unilateral changes to the cross-strait status quo. Our policy has not changed. What has changed is Beijing's growing coercion. So we will keep assisting Taiwan in maintaining a sufficient self-defense capability. 41:30 Sen. Marco Rubio (R-FL): I want to get a little broader because I think it's important to understand sort of the strategic vision behind our tactics on everything that we do. So if we go back to the late 80s, early 90s, end of the Cold War, and the gamble at the time was, if we created this international economic order, led by the US and the West, built on this global commitment to free trade, that this notion of that this trade and commerce would bind nations together via trade, via commerce and international interest and economic interest, that it would lead to more wealth and prosperity, that it would lead to democracy and freedom, basically domestic changes in many countries, and that it would ultimately ensure peace. The famous saying now seems silly, that no two countries with McDonald's have ever gone to war. That's obviously no longer the case. But the point being is that was the notion behind it. It was what the then Director General of the WTO called a "world without walls," rules-based international order. Others call it globalization. And basically, our foreign policy has been built around that, even though it's an economic theory it basically, is what we have built our foreign policy on. I think it's now fair to say that we admitted China to the World Trade Organization, Russia as well, I think it's now fair to say that while wealth certainly increased, particularly in China through its export driven economy, massive, historic, unprecedented amount of economic growth in that regard, I don't think we can say either China or Russia are more democratic. In fact, they're more autocratic. I don't think we can say that they're more peaceful. Russia has invaded Ukraine now twice, and the Chinese are conducting live fire drills off the coast of Taiwan. So I think it's fair to say that gamble failed. And we have now to enter -- and I think the President actually hinted at some of that in his speech the other night -- we're now entering a new era. What is that new era? What is our vision now for that world, in which not just the global international order and World Without Walls did not pacify or buy nations, but in fact, have now placed us into situations where autocracies, through a joint communique, are openly signaling that we need to reject Western visions of democracy and the like. So, before we can talk about what we're going to do, we have to understand what our strategic vision is. What is the strategic vision of this administration on what the new order of the world is? The Future of War: Is the Pentagon Prepared to Deter and Defeat America's Adversaries? February 7, 2023 House Armed Services Committee, Subcommittee on Cyber, Information Technologies, and Innovation Watch on YouTube Witnesses: Chris Brose, Author Rear Admiral Upper Half Mark Montgomery (Ret.), Senior Director, Center on Cyber and Technology Innovation, Foundation for Defense of Democracies Peter Singer, Strategist at New America and Managing Partner of Useful Fiction LLC Clips 1:16:30 Rear Adm. Mark Montgomery: We don't have weapons stowed in Taiwan. In the last National Defense Authorization Act you authorized up to $300 million a year to be appropriated for Taiwan-specific munitions. The appropriators, which happened about seven days later, appropriated $0. In fact, almost all of the Taiwan Enhanced Resilience Act, which you all pushed through the NDAA, ended up not being appropriated in the Consolidated Appropriations Act that passed eight days later. 30:10 Chris Brose: Nothing you do in this Congress will make larger numbers of traditional ships, aircraft and other platforms materialized over the next several years. It is possible, however, to generate an arsenal of alternative military capabilities that could be delivered to U.S. forces in large enough quantities within the next few years to make a decisive difference. Those decisions could all be taken by this Congress. The goal would be to rapidly field what I have referred to as a "moneyball military," one that is achievable, affordable and capable of winning. Such a military would be composed not of small quantities of large, exquisite, expensive things, but rather by large quantities of smaller, lower cost, more autonomous consumable things, and most importantly, the digital means of integrating them. These kinds of alternative capabilities exist now, or could be rapidly matured and fielded in massive quantities within the window of maximum danger. You could set this in motion in the next two years. The goal would be more about defense than offense, more about countering power projection than projecting power ourselves. It would be to demonstrate that the United States, together with our allies and partners, could do to a Chinese invasion or a Chinese offensive what the Ukrainians, with our support, have thus far been able to do to their Russian invaders: degrade and deny the ability of a great power to accomplish its objectives through violence, and in so doing to prevent that future war from ever happening. After all, this is all about deterrence. All of this is possible. We have sufficient money, technology, authorities, and we still have enough time. If we are serious, if we make better decisions now, we can push this looming period of vulnerability further into the future. The Pressing Threat of the Chinese Communist Party to U.S. National Defense February 7, 2023 House Armed Services Committee Watch on YouTube Witnesses: Admiral Harry B. Harris Jr., USN (Ret.), Former Commander, U.S. Pacific Command Dr. Melanie W. Sisson, Foreign Policy Fellow, Strobe Talbott Center for Security, Strategy, and Technology Clips 28:15 Rep. Mike Rogers (R-AL): China is the most challenging national security threat America has faced in 30 years. If we fail to acknowledge that and take immediate action to deter it, the next 30 years could be devastating for our nation. Under President Xi, the Chinese Communist Party has nearly tripled its defense spending in the last decade alone. The PLA has gone from an obsolete force barely capable of defending its borders to a modern fighting force capable of winning regional conflicts. The CCP now controls the largest army and navy in the world, with a goal of having them fully integrated and modernized by 2027. The CCP is rapidly expanding its nuclear capability; they have doubled their number of warheads in two years. We estimated it would take them a decade to do that. We also were just informed by the DOD [that] the CCP now has more ICBM launchers than the United States. The CCP is starting to outpace us on new battlefields as well. They have leapfrogged us on hypersonic technology, they are fielding what we are still developing. They are making advances in AI and quantum computing that we struggle to keep pace with. Finally, their rapid advances in space were one of the primary motivations for us establishing a Space Force. The CCP is not building these new and advanced military capabilities for self defense. In recent years, the CCP has used its military to push out its borders, to threaten our allies in the region, and to gain footholds on new continents. In violation of international law, the CCP has built new and commandeered existing islands in the South China Sea, where it has deployed stealth fighters, bombers and missiles. It continues to intimidate and coerce Taiwan, most recently by surrounding the island with naval forces and launching endless fighter sorties across its centerline. In recent years, the CCP has also established a space tracking facility in South America to monitor U.S, satellites, as well as an overseas naval base miles from our own on the strategically vital Horn of Africa. These are just a few destabilizing actions taken by the CCP. They speak nothing of the CCPs Belt and Road debt trap diplomacy, it's illegal harvesting of personal data and intellectual property, it's ongoing human rights abuses, and its advanced espionage efforts, the latter of which came into full focus for all Americans last week when the Biden administration allowed a CCP spy balloon to traverse some of our nation's most sensitive military sites. Make no mistake, that balloon was intentionally lost as a calculated show of force. 44:15 Dr. Melanie W. Sisson: Since 1979, the United States has adopted a constellation of official positions, together known as the One China policy, that allow us to acknowledge but not to accept China's perspective that there is one China and that Taiwan is part of China. Under the One China policy, the United States has developed robust unofficial relations with the government and people of Taiwan consistent with our interest in preserving peace and stability in the Taiwan Strait. US policy is guided by an interest in ensuring cross-strait disputes are resolved peacefully and in a manner that reflects the will of Taiwan's people. This has required the United States to deter Taiwan from declaring independence, and also to deter the CCP from attempting unification by force. The 40 year success of the strategy of dual deterrence rests upon the unwillingness of the United States to provide either an unconditional commitment to Taipei that it will come to its defense militarily, or an unconditional commitment to Beijing that we will not. The U.S. national security interest in the status of Taiwan remains that the CCP and the people of Taiwan resolve the island's political status peacefully. Dual deterrence therefore remains U.S. strategy, reinforced by U.S. declaratory policy which is to oppose unilateral changes to the status quo by either side. 45:28 Dr. Melanie W. Sisson: The modernization of the PLA has changed the regional military balance and significantly enough that the United States no longer can be confident that we would decisively defeat every type of PLA use of force in the Taiwan Strait. This fact, however, does not necessitate that the US abandon the strategy of dual deterrence and it doesn't mean that the United States should seek to reconstitute its prior degree of dominance. Posturing the U.S. military to convince the CCP that the PLA could not succeed in any and every contingency over Taiwan is infeasible in the near term and likely beyond. The PLA is advances are considerable and ongoing, geography works in its favor, and history demonstrates that it's far easier to arrive at an overconfident assessment of relative capability than it is to arrive at an accurate one. Attempting to demonstrate superiority for all contingencies would require a commitment of forces that would inhibit the United States from behaving like the global power that it is with global interests to which its military must also attend. This posture, moreover, is not necessary for dual deterrence to extend its 40 year record of success. We can instead encourage the government of Taiwan to adopt a defense concept that forces the PLA into sub-optimal strategies and increases the battle damage Beijing would have to anticipate and accept. 46:45 Dr. Melanie W. Sisson: U.S. military superiority in the Persian Gulf and Indian Ocean allows us to threaten the maritime shipping upon which China depends for access to energy, global markets, and supply chains. The inevitable damage a use of force would cause to the global economy and the imposition of sanctions and restricted access to critical inputs needed to sustain China's economic development and the quality of life of its people, moreover, would certainly compound China's losses. 1:04:50 Adm. Harry B. Harris: We're going to share the crown jewel of America's military technology, the nuclear submarine and the nuclear reactors, with another country and that's Australia. We have not done that with any other country, except for the UK, back in the late 50s, and into the 60s. So here we have the two countries with with that capability, the United States and the UK, and we're going to share that with Australia. It's significant. But it's only going to going to be significant over the long term if we follow through. So it's a decade long process. You know, some people the CNO, Chief of Naval Operations, has said it could be 30 years before we see an Australian nuclear submarine underway in the Indian Ocean. I said that if we put our hearts and minds to it, and our resources to it, and by ours, I mean the United States', the UK's and Australia's, we can do this faster than that. I mean we put a man on the moon and eight years, and we developed a COVID vaccine in one year. We can do this, but we're going to have to put our shoulders to the task for Australia, which has a tremendous military. For them to have the long reach of a nuclear submarine force would be dramatic. It would help us dramatically. It would change the balance of power in the Indian Ocean, and it will make Australia a Bluewater navy. They are our key ally in that part of the world and I'm all for it. 1:32:05 Adm. Harry B. Harris: I think this issue of strategic clarity versus strategic ambiguity is critical, and we have been well served, I'll be the first to say that, by the policy of strategic ambiguity with Taiwan over the past 44 years, but I think the time for ambiguity is over. I think we have to be as clear about our intent with regard to what would happen if the PRC invades Taiwan as the PRC is clear in its intent that it's ultimately going to seize Taiwan if need. 1:41:25 Adm. Harry B. Harris: I used to talk about during the Cold War with the Soviet Union, almost every branch of the U.S. government understood that the Soviet Union was the threat. You know, I used to joke even a park ranger, Smokey Bear, would tell you that the Soviets were the bad guys. We didn't have that comprehensive unified view of the PRC. You know, State Department looked at as in negotiation, DOD look at it as a military operation, Commerce looked at it as a trading partner, and Treasury looked at it as a lender. So we didn't have this unified view across the government. But I think now we are getting to that unified view and I think the Congress has done a lot to get us in that position. 1:49:45 Rep. Matt Gaetz (R-FL): We have the capability to block the transmission of information from the balloon back to China, don't we? Adm. Harry B. Harris Jr.: We do. Rep. Matt Gaetz (R-FL): And in this type of an environment do you think it's probably likely that we did that? Adm. Harry B. Harris Jr.: I would only guess, but I think General van Herk said that -- Rep. Matt Gaetz (R-FL): Well you can't see any reason why we wouldn't do that, right? U.S.-Taiwan Relations March 14, 2014 House Foreign Affairs Committee Witnesses: Kin Moy, [Former] Deputy Assistant Secretary for East Asian and Pacific Affairs, U.S. Department of State Clips 7:20 [Former] Rep. Eliot Engel (D-NY): Taiwan is a flourishing multiparty democracy of over 20 million people with a vibrant free market economy. It is a leading trade partner of the United States alongside much bigger countries like Brazil and India. Over the past 60 years, the U.S.-Taiwan relationship has undergone dramatic changes, but Taiwan's development into a robust and lively democracy underpins the strong U.S.-Taiwan friendship we enjoy today. 14:00 Rep. Brad Sherman (D-CA): I think that it's important that we provide Taiwan the tools to defend itself, but Taiwan needs to act as well. Taiwan spends less than $11 billion on its defense, less than 1/5 per capita what we in America do, and God blessed us with the Pacific Ocean separating us from China. Taiwan has only the Taiwan Strait. On a percentage of GDP basis, Taiwan spends roughly half what we do. So we should be willing to sell them the tools and they should be willing to spend the money to buy those tools. 1:11:50 Rep. Randy Weber (R-TX): I think Chris Smith raised the issue of a One China policy. Does it not bother you that that exists, that there are statements that people have made, high level officials, that said they they agreed on one China policy? Does the administration not view that as a problem? Kin Moy: Our one China policy is one that has existed for several decades now. Rep. Randy Weber (R-TX): Okay. Well, I take that as a no, but let me follow up with what Jerry Connolly said. So you haven't sold submarines yet, you don't take Beijing into account. People around the world watch us. Words and actions have consequences. Would you agree that y'all would be okay with a one Russia policy when it comes to Crimea and the Ukraine? Is that akin to the same kind of ideology? Kin Moy: Well, I can't speak to those issues. But again, we are obligated to provide those defense materials and services to Taiwan and we have been through several administrations, I think very vigilant in terms of providing that. U.S.-China Relations May 15, 2008 Senate Foreign Relations Committee Witnesses: Richard N. Haass, President, Council on Foreign Relations Harry Harding, Professor of International Affairs, George Washington University, 1995-2009 Clips 1:46:42 Richard N. Haass: The bottom line is China is not yet a military competitor, much less a military peer. Interestingly, I think Chinese leaders understand this. And they understand just how much their country requires decades of external stability so that they can continue to focus their energies and their attention on economic growth and political evolution. China is an emerging country, but in no way is it a revolutionary threat to world order as we know it. 1:47:20 Richard N. Haass: We alone cannot bring about a successful us Chinese relationship. What the Chinese do and say will count just as much. They will need to begin to exercise restraint and patience on Taiwan. There can be no shortcuts, no use of force. We, at the same time, must meet our obligations to assist Taiwan with its defense. We can also help by discouraging statements and actions by Taiwan's leaders that would be viewed as provocative or worse. 2:03:47 Harry Harding: Now with the support and encouragement of the United States, China has now become a member of virtually all the international regimes for which it is qualified. And therefore the process of integration is basically over, not entirely, but it's largely completed. And so the issue, as Bob Zoellick rightly suggested, is no longer securing China's membership, but encouraging it to be something more, what he called a "responsible stakeholder." So this means not only honoring the rules and norms of the system, but also enforcing them when others violate them, and assisting those who wish to join the system but who lack the capacity to do so. It means, in other words, not simply passive membership, but active participation. It means accepting the burdens and responsibilities of being a major power with a stake in international peace and stability, rather than simply being a free rider on the efforts of others. Now, China's reacted to the concept of responsible stakeholding with some ambivalence. On the one hand, it appreciates that the United States is thereby seeking a positive relationship with China. It suggests that we can accept and even welcome the rise of Chinese power and Beijing's growing role in the world. It certainly is seen by the Chinese as preferable to the Bush administration's earlier idea that China would be a strategic competitor of the United States, as was expressed during the campaign of 2000 and in the early months of 2001. However, Beijing also perceives, largely correctly, that America's more accommodative posture as expressed in this concept is conditional. China will be expected to honor international norms and respect international organizations that it did not create and it may sometimes question. And even more worrying from Beijing's perspective is the prospect that it's the United States that is reserving the right to be the judge as to whether Chinese behavior on particular issues is sufficiently responsible or not. Taiwanese Security August 4, 1999 Senate Foreign Relations Committee Witnesses: David “Mike” M. Lampton, Founding Director, Chinese Studies Program, Nixon Center Stanley Roth, Assistant Secretary, East Asian and Pacific Affairs, U.S. Department of State Caspar W. Weinberger, Former Secretary, Department of Defense James Woolsey, Former Director, CIA Clips 9:00 Sen. Joe Biden (D-DE): Taiwan security, in my view, flows from its democratic form of government's growing economic, cultural and political contacts with the mainland and, ultimately, the United States' abiding commitment to a peaceful resolution of the Taiwan question. In my opinion, we should concentrate on strengthening those areas rather than spend time pre-authorizing the sales of weapon systems, some of which don't even exist yet. 20:10 Stanley Roth: There are three pillars of the [Clinton] administration's policy. First, the administration's commitment to a One China policy is unchanged. Regardless of the position of the parties, we have not changed our policy. The President has said that both publicly and privately. Second, we believe that the best means to resolve these issues is by direct dialogue between the parties themselves. We have taken every opportunity, including on my own trip to Beijing last week with Ken Lieberthal from the NSC, to urge the PRC to continue this dialogue. It strikes us that it's precisely when times are difficult that you need to dialogue, and to cancel it because of disagreements would be a mistake. China has not yet indicated whether or not these talks will continue in the Fall, as had been previously anticipated, but they put out a lot of hints suggesting that it wouldn't take place, and we are urging them to continue with this dialogue. Third point that is integral to our position. We have stressed again, at every opportunity, the importance of a peaceful resolution of this issue and the President has made that absolutely clear, as did Secretary Albright in her meeting with Chinese Foreign Minister Tong in Singapore last week, as did Ken Leiberthal and I in our meetings in Beijing. But China can have no doubts about what the United States' position is, with respect to peaceful resolution of this issue. 1:29:15 Caspar Weinberger: So I don't think that we should be hampered by or felt that we are in any way bound by what is said by the communique, nor should we accept the argument that the communique sets the policy of the United States. 1:32:50 Caspar Weinberger: There are two separate states now, with a state-to-state relationship, and that the unification which was before emphasized, they repeated again in the statement of Mr. Koo, the head of their Trans- Strait Negotiating Committee, that the unification might come when China itself, the mainland, changes, but that that has not been the case and it is not now the case. 1:41:15 David “Mike” Lampton: Once both the mainland and Taiwan are in the WTO, each will have obligations to conduct its economic relations with the other according to international norms and in more efficient ways than now possible. 1:45:20 James Woolsey: The disestablishment of large, state-owned enterprises in China over the long run will bring some economic freedoms, I believe, that will quite possibly help change China and Chinese society and make it more conducive over time to political freedoms as well. But in the short run, the unemployment from the disestablishment of those enterprises can lead to substantial instability. U.S.-Taiwan Relations February 7, 1996 Senate Foreign Relations Committee, Subcommittee on East Asian and Pacific Affairs Witness: Winston Lord, Assistant Secretary of East Asian and Pacific Affairs, U.S. Department of State Clips 16:45 Winston Lord: The Taiwan Relations Act of 1979 forms the basis of US policy regarding the security of Taiwan. Its premise is that an adequate defense in Taiwan is conducive to maintaining peace and security while differences remain between Taiwan and the PRC. I'm going to quote a few sections here because this is a very important statement of our policy. Section two B states, "It is the policy of the United States to consider any effort to determine the future of Taiwan by other than peaceful means, including by boycotts or embargoes, a threat to the peace and security of the Western Pacific area, and of grave concern to the United States. To provide Taiwan with arms of a defensive character, and to maintain the capacity of the United States to resist any resort to force or other forms of coercion that would jeopardize the security or the socioeconomic system of the people on Taiwan." Section three of the TRA also provides that the "United States will make available to Taiwan such defense articles and defense services in such quantity as may be necessary to enable Taiwan to maintain a sufficient self defense capability." 18:00 Winston Lord: The key elements of the US policy toward the Taiwan question are expressed in the three joint communiques with the PRC as follows. The United States recognizes the government of the PRC as the sole legal government of China. The US acknowledges the Chinese position that there is but one China and Taiwan as part of China. In 1982, the US assured the PRC that it has no intention of pursuing a policy of two Chinas, or one China, one Taiwan. Within this context, the people the US will maintain cultural, commercial and other unofficial relations with the people of Taiwan. The US has consistently held that the resolution of the Taiwan issue is a matter to be worked out peacefully by the Chinese themselves. A sole and abiding concern is that any resolution be peaceful. 19:30 Winston Lord: The U.S. government made reciprocal statements concerning our intentions with respect to arms sales to Taiwan, that we did not intend to increase the quantity or quality of arms supplied, and in fact intended gradually to reduce the sales. At the time the joint communique was signed, we made it clear to all parties concerned that our tensions were premised on the PRC's continued adherence to a policy of striving for peaceful reunification with Taiwan. 21:30 Winston Lord: The basic inventory of equipment which Taiwan has or will have in its possession will, in our view, be sufficient to deter any major military action against Taiwan. While arms sales policy aims to enhance the self defense capability of Taiwan, it also seeks to reinforce stability in the region. We will not provide Taiwan with capabilities that might provoke an arms race with the PRC or other countries in the region. 21:55 Winston Lord: Decisions on the release of arms made without proper consideration of the long term impact. both on the situation in the Taiwan Strait and on the region as a whole, would be dangerous and irresponsible. If armed conflict were actually breakout in the Taiwan Strait, the impact on Taiwan, the PRC, and indeed the region, would be extremely serious. The peaceful, stable environment that has prevailed in the Taiwan Strait since the establishment of our current policy in 1979 has promoted progress and prosperity on both sides of the Taiwan Strait. The benefits to Taiwan and the PRC have been obvious and I outline these in my statement. All of these achievements would be immediately put at risk in the event of conflict in the Strait. Conflict would also be costly to the United States and to our friends and allies in the region. Any confrontation between the PRC and Taiwan, however limited in scale or scope, would destabilize the military balance in East Asia and constrict the commerce and shipping, which is the economic lifeblood of the region. It would force other countries in the region to reevaluate their own defense policies, possibly fueling an arms race with unforeseeable consequences. It would seriously affect the tens of thousands of Americans who live and work in Taiwan and the PRC. Relations between the US and the PRC would suffer damage regardless of the specific action chosen by the President, in consultation with Congress. For all these reasons, we are firmly determined to maintain a balanced policy, which is best designed to avoid conflict in the area. Music Presented in This Episode Intro & Exit: Tired of Being Lied To by David Ippolito (found on Music Alley by mevio)

Bio Dave West is the Product Owner and CEO at Scrum.org. In this capacity, he engages with partners, and the community to drive Scrum.org's strategy and the overall market position of Scrum. Prior to joining Ken Schwaber and the team at Scrum.org he was Chief Product Officer at Tasktop where he was responsible for product management, engineering and architecture. As a member of the company's executive management team was also instrumental in growing Tasktop from a services business into a VC backed product business with a team of almost 100. As one of the foremost industry experts on software development and deployment, West has helped advance many modern software development processes, including the Unified process and Agile methods. He is a frequent keynote at major industry conferences and is a widely published author of articles and research reports. He also is the co-author of two books, The Nexus Framework For Scaling Scrum and Head First Object-Oriented Analysis and Design. He led the development of the Rational Unified Process (RUP) for IBM/Rational. After IBM/Rational, West returned to consulting and managed Ivar Jacobson Consulting for North America. Then he served as vice president, research director at Forrester Research, where he worked with leading IT organisations and solutions providers to define, drive and advance Agile-based methodology and tool breakthroughs in the enterprise. Email –  Dave.west@scrum.org Twitter - @davidjwest LinkedIn - https://www.linkedin.com/in/davidjustinwest   Interview Highlights Growing up with dyslexia 03:10 & 10:20 Water-Scrum-Fall 07:40 Psychological safety 15:40 Lilian the rockstar - 'who have you helped today?' 18:55 Is 'project' a taboo word? 21:53 'Humble and Kind' - not just for country music 44:30 Books ·         Head First Object-Oriented Analysis and Design by Dave West, Brett McLaughlin and Gary Pollice https://www.amazon.co.uk/Head-First-Object-Oriented-Analysis-Design/dp/0596008678/ ·         The Nexus Framework for Scaling Scrum by Dave West, Kurt Bittner and Patricia Kong https://www.amazon.co.uk/Nexus-Framework-Scaling-Scrum-Continuously/dp/0134682661 ·         ARTICLE: Why Kindness Matters by Dave West https://www.scrum.org/resources/blog/why-kindness-matters ·         Thank You for Being Late by Thomas L Friedman https://www.amazon.co.uk/Thank-You-Being-Late-Accelerations/dp/0141985755 ·         Scrum: A Pocket Guide by Gunther Verheyen https://www.amazon.co.uk/Scrum-Pocket-Companion-Practice-Publishing/dp/9087537204 ·         The Professional Scrum Series by various authors https://www.amazon.co.uk/s?k=the+professional+scrum+series&crid=1WVNY1VHR0QAQ&sprefix=professional+scrum+series ·         Zombie Scrum by Christiaan Verijs, Johannes Schartau and Barry Overeem https://www.amazon.co.uk/Zombie-Scrum-Survival-Guide-Professional/dp/0136523269 ·         The Professional Agile Leader: The Leader's Journey Toward Growing Mature Agile Teams and Organizations (The Professional Scrum Series) by Ron Eringa, Kurt Bittner, Laurens Bonnema, foreword by Dave West https://www.amazon.com/Professional-Agile-Leader-Growing-Organizations-dp-0137591519/dp/0137591519/ Episode Transcript Ula Ojiaku (Guest Intro): Hello and welcome to the Agile Innovation Leaders podcast. I'm Ula Ojiaku. On this podcast I speak with world-class leaders and doers about themselves and a variety of topics spanning Agile, Lean Innovation, Business, Leadership and much more – with actionable takeaways for you the listener. It's my honour to introduce my guest for this episode. He is Dave West. Dave is the CEO of Scrum.org and prior to joining Scrum.org as CEO, he led the development of the Rational Unified Process, also known as RUP with IBM. He was also Chief Product Officer for Tasktop Technologies and Managing Director of the Americas at Ivar Jacobson Consulting. He is a widely published author of several articles and research reports, as well as the books The Nexus Framework for Scaling Scrum and Head First Object-Oriented Analysis and Design. In this conversation, Dave talked about growing up in the council estates, being raised by his grandparents who were of great positive influence in his life, especially his grandmother. He also talked about navigating the challenges of being dyslexic, especially as a student in secondary school with the silver lining being that he got introduced to computers. Dave also gave his perspective on one of the ongoing “agile wars” quote unquote, on the concept of projects and whether they still have a place in agile or not. Without further ado ladies and gentlemen, my conversation with Dave, I am sure you would find it very, very interesting, relevant and insightful. Thanks again for listening. Ula Ojiaku So we have on this episode of the Agile Innovation Leaders podcast, Dave West, who is the CEO of Scrum.org. Dave, it's a pleasure to have you on this show, thank you for making the time. Dave West Oh, well, thank you for inviting me. I'm glad we've finally managed to make the time to do this. It's great to talk to you. Ula Ojiaku Yes, well, the honour is mine. Let's start by talking about, you know, getting to know about the man, Dave. Can you, you know, tell us a bit about that? Dave West Yeah, I'll try not to bore your audience. So I was brought up on a council estate in a little town called Market Harborough, just outside Leicester. I lived with my grandparents, and which has definitely, my grandmother's definitely shaped who I am, I think, which is fantastic. So I got into computers, sort of a little bit by accident. I'm dyslexic and I found school, particularly secondary school, very challenging. I don't know if any of your audiences had a similar experience, but, you know, I went from a very protected environment and secondary school is a, oh my gosh, it's like an experience that could scare any human being. And so my dyslexia really was a challenge there and there was a teacher at secondary school called Phil Smith. He drove a sports car, he was sort of like that young, you know those teachers that you remember from school that are the good looking young ones. And he ran a computer lab and it had, you know, RS236, it had these really old computers, well, now we would look at them, they were brand new at the time, computers and some BBC model As and some other things. And I helped him and he gave me a lot of time in the lab and it was my sort of like escape. So I got very into computing and helped him and helped other teachers who were rubbish, I'm not going to lie, with computing. So that allowed me then, you know, I went through, managed to survive school, went to a further education college called Charles Keene where I studied, well I did a computing course, so not traditional A'levels and all of that. And then got into Huddersfield that was a poly at the time, became a University whilst I was there. And I think that that gave me a great opportunity, it was a fantastic university, it was a very practical course. My dyslexia became less of an issue because of, you know, word processing and I'd be honest and, you know, the ability for it to read back, even though it was an awful read back, it was like listening to say, you know, to like an old fashioned Stephen Hawking, you know, sort of, and then got me a job at Commercial Union, which then led to me doing a Masters, which then led me to move to London, all this sort of stuff. The adventure was great. The thing about, I guess, my journey is that it, I was driven at a certain point, I became very driven by the need to improve the way in which we delivered software development at that time, and that led me through my Masters and, you know, Object-Oriented and then to a company called Rational Software where I became the Product Manager for RUP, the Rational Unified Process. Now for the agilists listening, they're probably like, oh, boo hiss, and that's totally legit. It was in fact, that's when I first met Ken Schwaber and he told me I was an idiot, which turns out he was right. Ken Schwaber the creator (of Scrum), who I work for now. Anyways. Ula Ojiaku I mean, who wouldn't know Ken Schwaber if you're a self-respecting agilist.  Sorry, go on please. Dave West Yeah, he's an interesting character for sure. Anyway, so I was the RUP Product Manager and I realised I went to this large insurance company in the Midwest and it's a huge organisation and I met this lady and she said, I'm a use case. I said, what do you do? She said, I'm a use case specifier, and meet my friend, she's a use case realiser and I'm like, oh, no, that's not the intent. And so I realised that there was this process that I loved, and I still definitely love elements of it, but was fundamentally flawed in terms of helping actually people to work together to work on complex problems and solve them. So that, you know, and I'd written a book and I'd done some other things on the way to this point, but this point really did make me realise that I was going wrong, which was a little scary because RUP was incredibly popular at that time, and so then that led me to work with Ivar Jacobson, tried to bring in Scrum to the unified process, spent more time with Ken Schwaber who'd finally realised I may still be an idiot, but I was an idiot that was willing to listen to him. Then I ended up at Forrester Research, running the application development practice, I became a research director there, which was super interesting, because I spent a lot of time looking at organisations, and I realised a really fundamental problem that I think probably will resonate with many that are listening to this podcast, that people were doing Scrum yeah, Scrum was incredibly popular and people were doing Scrum, but they were doing it in an industrial context. It was more like Water-Scrum-Fall. And I coined that term in a research document, which got picked up by the, InfoQ and all these magazines, it became this sort of ‘thing' – Water-Scrum-Fall. You know, they were doing Scrum, but they only liked to plan once a year, and there's a huge planning sort of routine that they did. They were doing Scrum, but they rarely released because the customers really don't want it - it's incredibly hard and dangerous and things can go horribly wrong. And so they were doing Scrum, but they weren't really doing Scrum, you know. And so that was super interesting. And I got an opportunity to do a number of workshops and presentations on the, sort of like the solution to this Water-Scrum-Fall problem with Ken, I invited him and we did this very entertaining roadshow, which I'm surprised we weren't arrested during it, but we were, it was a really interesting experience. I then decided like any good practitioner, I had to do a Startup. So I went to Tasktop working with Mik Kersten and the gang at Tasktop, and the great thing about Tasktop was it was a massive fire hose of doing Scrum, trying to make payroll, learning about everything around delivering a product in a market that wasn't really there and that we had to build. And it was just fantastic working with a lot of OEMs, a lot of partners and looking at, and then we got funding. We grew to five teams. I was running product and engineering. And Ken was continually talking to me through this time, and mentoring me, coaching me, but I realised he was also interviewing me. So he then said to me, one day, Dave, I don't want to be the CEO of Scrum.org anymore. I'd like you to be, when can you start? Ken doesn't take no for an answer, and I think that's part of the success of Scrum. I think that his persistence, his tenacity, his, you know, sort of energy around this, was the reason why Scrum, part of the reason him and Jeff, you know, had different skills, but definitely both had that in common, was successful. So I then came and joined about seven years ago Scrum.org, to run Scrum.org and it's an amazing organisation Ula Ojiaku And if I may just go back a bit to what you said about your time in secondary school, you said you were dyslexic and apart from the fact that you discovered computers, you had a horrible experience. What made it horrible for you? Dave West I think it was, you know, there's no support network, there's nobody checking in on you, particularly at secondary school. At primary school, you have a teacher that you're in the same room, you've sort of got that, you're with the same kids, but you go, you know, you, you go from one lesson to another lesson, to another lesson and if you're a little bit, well for me, you know, reading and writing was incredibly difficult. I could read and write at that point. I was about nine and a half, 10 when I finally broke through, thanks to an amazing teacher that worked with my primary school. And, but I was way, way behind. I was slower. I, you know, and teachers didn't really, it was almost as though, and I'm sure education's very different now, and both my children are dyslexic and they go to a special school that's designed around this, so I know that it's different for them, but the teaching was very much delivery without inspection and adaption of the outcome, you know, just to make it a bit agile for a second. So you go through all this stuff and I wasn't able to write all the stuff down fast enough. I certainly wasn't able to process it, so because of that, it was pretty awful. I always felt that I was stupid, I was, you know, and obviously I relied on humour and I was a big lad, so I didn't have any bullying issues, but it was very, very challenging. And I found that I could be good at something with computers. And I sort of got it, I understood how to write, you know, BASIC very quickly and maybe even a little Assembly. I knew how to configure machines, it just seemed natural, it certainly helped my confidence, which, you know, maybe I'm a little too confident now, but definitely had an impact on my future life. Ula Ojiaku That's awesome, and I'm sure there are people who would be encouraged by what you've just said, so I wanted to begin there. Thanks for sharing. Now, what about, what do you do when you're not working? Dave West What do I do when I'm not working? Well, I'm a, that's a hard question. Gosh. So I have a nine year old and a six year old, and two boys, so, you know, sometimes I'm refereeing wrestling matches, you know, I'm definitely dealing with having children, I was late to life having children. I'm 52 and I have a nine year old and a six year old. I thought that, you know, a single lifestyle, a bachelor lifestyle in Boston and, you know, loving my work, writing books, you know, doing this traveling the world was going to be survive, and then I met the most amazing girl and, who persuaded me that I needed to have children, and I thought, well, I really like you, so I'd better. And it's been an incredible adventure with these children. They've taught me so much, the most important thing I think they've taught me is patience. And it's making me a better human being, and many of those traits, just to bring it back to Agile for a second, are things that we need to build better into the way that we turn up at work because you know, the project, I think it was called Aristotle, the Google big project where they looked at the successful teams, they found a number of traits, but one of those traits that was so important was psychological safety, right? And that requires you to attend every interaction with a mindfulness, not of doing things that you want to do to yourself, which is that sort of golden rule, but that platinum rule, do unto others as they want be done unto. And, and I think that is so, so important and crucial, and it's something that I aspire to, I don't always succeed every day as a human being, you know, whether it's at the checkout at the supermarket or whether it's waiting in line, particularly at the moment in an airport, and it's just, you know, something that I think in an agile team is so important because that safety is so, so required to create that environment where transparency happens, to create that environment where you can have those honest conversations about what's happening next, or what's happened previously where you're running those retrospectives, where you're trying to really plan when there is not enough knowledge to plan. You know, those sort of things require that kind of environment to be successful. So, you know, though, yes, I spend my life either working or really spending it with my children at the moment because of the age they're at, I think it's helping me, the time I'm spending with my children is helping me be a better human being and be a better Agilist.  Ula Ojiaku There's something you said, you know, about psychological safety and being kind, it just reminded me that, you know, of that, the need for also to be respectful of people, because when you are kind and you're showing people respect, they would, that brings down the barriers and makes them, you know, more inclined to be open and to participate. What do you think about that? Would you say there's a link between respect and kindness, I know we're being philosophical right now… Dave West Well actually, yes, but no, it's incredibly practical as well. I think that kindness, so I've written quite a lot about kindness, because it's a trait that we, as a community, our professional Scrum trainer community, manifests and lives. It's something that we actually interview for when you join our community, and the reason why we do that, isn't because we're a bunch of hippies that just like kumbaya, want everybody to hold hands and be nice to each other, I mean, that would be great as well and who doesn't like a good rendition of kumbaya, it's a great song, but it's because we believe that kindness, ultimately, is beneficial to both parties, particularly the person that's being kind, because it creates, not only does it create levels of karma, but it creates that transparency, it creates that opportunity to learn that you may not get, if you go in in a very confrontational way and people don't intentionally be confrontational, but it's so easy for it to happen. You know, it's so easy for you to question, because, you know, somebody says something you're like, well, I don't agree with that, and that instantly creates an environment or a connection that is, you know, confrontational, you're in this position, it spirals, blah, blah, blah. So, but you can, instead of saying, I don't agree with that say, hey, well, that's interesting, let me have a look into that, and you're inquisitive. And if you try to approach everything with that sort of like kindness model, and I don't mean always being nice. Nice is different to kind, nice is like faking, I think, sometimes, you know, it's funny, you don't have to be kind to be nice, but you have to be nice to be kind if you understand what I mean. So you can fake niceness, niceness is part of being kind. So, you know, if you approach it in the right way, where you care about people and you care about what they're bringing to the table and you care about the environment that they're in, whether it's just simple things like checking in more frequently, you know, whether it's actually making time in this very scheduled life that we live now with zoom call after zoom call, to check in with the team, or the person that you're talking to, to see how are they turning up today? How has their day been? And I think that's, you know, super, super important. The other important element of kindness that comes out is this helping others element, you know, my gran, God rest her soul, Lilian, she was a rockstar on so many levels. And she used to say to me, when I came home from school, particularly from elementary school or primary school, I think we call it in England, right? She'd say things like, not what have you done today, I mean, sometimes she said that, but she'd say, who have you helped? Who have you helped? I'd be like uh, uh, uh, uh, uh, uh, and she said it enough that I realised it's important, you know, it's important that you spend time with others, help them in their tasks, you know, because I think you can learn so much and build those relationships, build that safety that is so, so important to really develop. We work in complex environments, right, that's the whole point of agility. Complex environments require people to collaborate, they require people to look at things in different ways. They really benefit from diversity, diversity of mind, diversity of experience, diversity of skill. And you bring that together, but you can only bring all these different parts together when you have an environment that allows for it, and traditional project management techniques, fabulous as they were for building bridges and tunnels and everything like that, didn't allow that, they don't encourage that. They encourage people to be focused, to be efficient, to be managing to that model. And I think we have to step away from that and work in a slightly different way where kindness, psychological safety, trust, respect, use the word respect. And I think it's, you know, obviously it's a Scrum value, but it's crucial to effectively allowing independent people with diverse perspectives to work together in an effective way. And to be honest society doesn't have enough of that in general. I think we've definitely moved away from respect and trust. We don't trust in our governments, we don't trust in our institutions, we don't trust in our fellow human beings and we've become very much focused on ourselves and our individual needs. And the reality is there's no such thing as a self-made person, you're only there because of the success of previous generations. As you drive to work on a car, on a road that has been built by others, that's been funded by others, you know, so this idea that you are in it alone, you know, is completely wrong, and I think sometimes we bring that to the work and it creates an environment that is not as successful. Ula Ojiaku True, true. No, thanks for that, Dave. I completely agree. Now there are people back to this project program that feel like, you know, the word project in agile is a taboo, almost a swear word. What's your perspective on this? Dave West I don't think it's a swear word, I don't think it's taboo. I think, you know, Mik's book is a fabulous book and he's a fabulous person, but he was using it to emphasise the fact that, you know, that we have become too focused on this, you know, investment paradigm, this organisation paradigm, this structural paradigm of the project and that, ultimately, the idea of a product, this idea of a cohesive set of capabilities that's packaged in some way that has a clear boundary, that has a clear set of customers, that has some clear value, is a much better way of aligning your people and your investments. And so he was emphasising that, and obviously he emphasised the idea of value streams being the mechanism that we deliver value in this construct to these people in this packaging of products, and it's a great book and I recommend everybody should read it. Ula Ojiaku I have mine here. Dave West No, that's good. Yeah. I was fortunate enough to be involved in the development of the book a little, working with Mik, providing a lot of feedback and I think it's a great book. However, the idea of a project doesn't go away and all of that work that we did, that organisations that I respect deeply like the PMI and, you know, that even, dare I say, things like Prince2, all of that work, isn't wrong. It's just, we need to look at it from a different lens. The idea that complex work is there changes certain things, the fact that requirements and understandings and appreciation of what we're doing emerges over time, that is just a truth, and that was true of projects as well. We just need to build in the mechanisms to be better able to deal with that. The fact that we would invest hundreds, if not thousands of hours planning things that ultimately fell apart when some underlying assumption changed and then we'd create a change order to deal with the chaos that that created need to be, we need to step away from those ideas. Do we still have projects? I think yes, sometimes you will have something that has a, you know, put a man on, or hopefully it's not a man, hopefully it's a woman, but a woman on Mars. I don't trust men on, I think it'd be much more successful if it was a woman, but, anyway, or person. Men get old, they don't grow up, right? Isn't that the saying, but anyway, so putting that person on Mars is a project, right? It has a definitive, you know, plan, it has an end goal that's very clearly underside. It's very likely that we're going to build a series of products to support that, you know, there is, I don't think we need to get tied up so much on the words, project and product. However, we really need to step back a little bit and look at, okay, you know, like treating people as resources, breaking up teams and reforming teams continuously, treating people as fungible or whatever that is, they're just unrealistic. It's not nothing to do with project or product, they're just silly, you just can't deal with this. The fact that teams take time to form, you know, the fact that, you know, the most successful agile teams I've ever seen are teams that have a clear line of sight to the customer, clear understanding of what they're trying to do for that customer, have guardrails, have an enabling management structure that provides support to deliver that value to that customer. As long as you think about those things and you don't get so tied up with the dance or the routine of project management that you forget that, then I'm not concerned. You know, there's this big thing about, oh, should project managers be Scrum masters? I don't know, it depends on the project manager. Sometimes project managers make very good product owners because they take real clear ownership of the outcomes and the value that's trying to be delivered. Sometimes, you know, they make great Scrum masters because they care very much about the flow of work, the team dynamics, the service to the organisation, the service to the business, and they want to act in that way. And sometimes you just want to get stuff done and work in a team, as a developer on that increment. You know, I don't know, you know, people are like, oh, because, and I think this is the fundamental problem, and you've got me onto my soapbox here and I apologise, but the thing that I see over and over again is the use of agile in an industrial, mass production oil and mass production way of thinking about the world. So what they do is that it isn't agile or project management that's at fault. It's the paradigm that's driving the use of agile or the use of project management. You can do agile in a very waterfall way, don't get me wrong or a very industrial way, I almost don't want to use the word waterfall, but this idea of, you know, maximizing efficiency. I mean, gosh, the word velocity has been as synonymous of agile forever when ultimately it's got nothing to do with agility, you know, it's a useful mechanism for a team to help them run a retrospective sometimes. But it isn't a mechanism that you use to plan, you know, the capacity of your organisation and all this sort of idea,  what they're trying to do always is use an industrial, you know, sort of mindset in an agile context, in a context that doesn't support an industrial mindset or a traditional mindset. And that drives me mad because I see agility being used to deliver work rather than value, I see agility basically being missed, sort of like, almost jimmied in with a crowbar into these massive projects and programs where you've got fixed scope, fixed budgets at the start. They don't actually know what they're trying to achieve, but you've got all these contracts in place that describe all this stuff, very detailed up front. And then they say, we're going to use agile to do it, and you're like, okay, what are we, you know, what happens if the first sprint uncovers the fact that the product goal was fundamentally flawed? Oh well, we can't change that because the contract says, well, hang on a minute, what are we in this business for? Are we actually trying to deliver value to customers and help them solve a particular problem to deliver? Or are we trying to do something else? And they're like, no, we're trying to deliver on the contract. Oh, but isn't the contract a mechanism that describes that? Maybe, but that's not why we're here. And that's when it starts getting, going wrong, I think,  that industrial mindset that I just want, tell me what to do, give me a job, let me sit down, just give me that change order and I will start work. It's just wrong. And for certain types of project, and certain types of product and certain types of problem, you know, it probably works really well if we're building the 17th bridge or we're, you know, doing those sort of things. But the reality is in the digital age, that most knowledge workers, who are the people that really benefit from agile the most, that aren't working in that way, they're working with very changeable environments, very changeable customer understanding very, you know, it's a little bit more complex. Ula Ojiaku True, true. And what you're saying reminds me of my conversation with Dave Snowden, he's known for his work on complexity theory, Cynefin, and if it's in a complex adaptive environment, you know, you need to be agile, but if it's a complicated problem or a simple problem, so complicated is really about, you know, breaking it down into a series of simple problems but it's still sequential and predictable, you could use, you know, the traditional waterfall method, because nothing is going to change, it's really putting all those pieces together to get to a known end state, and so I am of the same mindset as you, in terms of it's all about the context and understanding what exactly are you trying to achieve, what's of value to the customer and how much of it do we know and how much learning do we have to do as we get there. Dave West Exactly. I'm obviously not anywhere near as smart as somebody like a Dave Snowden who just, I think he has forgotten more things than I've ever understood, but yeah, I mean he's an amazing thought leader in this space, but the challenge and he talks a little bit about this sometimes, or I think he does, is that we don't always know what's complicated or complex or the amount of unknown. And this is, you know, this is the classic sort of entrepreneur. Entrepreneurs aren't necessarily working in complexity, they're working in unknown. But the nature of complex unknown is really tricky because you may discover that something that you thought was known is not known, and then you then have to change how you approach it. So the reason in Scrum, what we do is we deliver frequently and that, ultimately, and we deliver the most valuable things or the things that will give us the most value, thus that uncovers those misunderstandings early in the process. Ula Ojiaku Yeah, completely true. And just to build on what you said in terms of understanding or realising that your product goal was wrong, you're working on the wrong thing. Sometimes you might have to also kind of say goodbye to the project or pull the plug. It depends. Dave West Yeah. And that's incredibly hard, sorry, just to lean into that. It's very hard because you've got people that are there and you've invested time, you know, there's the sort of classic fallacy of sunk costs, all that stuff, but the reality is it's not a fallacy of psychological sort of like sunk energy. You've invested all this time and money and effort and motion to get where you're at and then you're realising it's wrong. It's incredibly hard to step away from that. And so what you do, and you see this with startups all the time is, you know, you pivot, you pivot, you pivot, you pivot, you pivot, but you don't really pivot, what you're doing actually is trying to find a way to get all that investment that you've spent to be useful to deliver some value, you know, and whether it's repackaging or whatever, so that you can say, oh, that's okay when actually, and you can spend as much time doing that as you did the original thing, and now you are even worse, in a worse situation and it's hard. Ula Ojiaku Yes. Completely agree. So there's something you said about, you know, you gave an example of people doing, if I will use your term, Water-Scrum-Fall, in their delivery. And sometimes, you know, they go into detailed requirements, you know, specification, and this is, and they write an iron-clad contract that would, you know, kind of specify all these requirements have to be met, and whilst from the delivery perspective, in terms of the teams who actually do the work, it's they are, they get it, they want to be agile, but it's always these constraints. And whenever we, as an agile coach, you know, you go into the root of the matter. It's the typical root causes of why there is this inflexibility it's either, you know, the leadership and/or, you know, the business or their clients not wanting, you know, having that traditional expectations, any advice on how to effectively deal with this sort of blocker? Dave West I think it's very difficult, particularly when it's like outsourced or you've got, you know, that sort of it's contract-based as opposed to internal in terms of commitments. So it's not budgeted it's actually contracted. And when, when that happens it's very difficult, because you know, you've got the deal because you know how to do stuff and you've done it before, and you've got all that experience with the customer of course, so it's well, because you've done it before and you've invested all this experience, you must tell us exactly what it is that we are going to do. And the reality is the customer themselves doesn't know what they want, really. And until you actually get into the process, it's very difficult. I think one of the big things that's going to happen over the next few years, and we're starting to see some of this with things like Beyond Budgeting, the new procurement contract models that the US is, is perpetuating with 18F and the work of the central government. It would sort of stop during the previous administration, but it's now back, you know, how do you do agile contract management, what does it mean? Speaking from personal use, you know, of external companies to do work for Scrum.org, we pay for sprints. We define a clear product goal that we evaluate continuously, that's measurable. We, you know, we have a product owner from Scrum.org embedded in the Scrum team, even if the Scrum team or in the Scrum team, so of course, if the product owner, they are part of the Scrum team, but even if the Scrum team is predominantly a third party. So we do things like that to, and because you can't just fund one sprint at a time. It's very, you know, these people have got to pay mortgages and you know, they've got payroll to hit, so you have to negotiate a number of sprints that you would do it that allows them the flexibility to manage those constraints whilst being realistic, that at the end of a sprint review, you may discover so much stuff, or even during a sprint, that questions everything, and requires a fundamentally, you know, shifting of the backlog, maybe a change to the backlog, assuming that the objective and the product goal is still valid. You know, so putting those things in place, having those honest conversations and partnership conversations with the client is crucial. And the, you know, service companies that serve Scrum.org are a little bit luckier because we actually come at that from a, we know that we don't know what we want, whereas most clients, it's a lot harder to get them to say that. We know what we'd like to achieve, so the other thing that's important and I think that OKRs are maybe part of this, we have a thing called EBM, Evidence Based Management, which is a sort of like an agile version of OKRs. The OKRs and if defining the outcomes that you're trying to achieve and how you're going to measure them up front, validating them continuously, because it's possible you're wrong, but it's a much less of a scary prospect than not describing anything at all, or just having some very highfaluting goal. So getting very clear and precise in what you're trying to achieve and actually investing the time up front to work out what that means, and getting everybody on the same page around that can really help solve those problems long term, because you build to that, and that ultimately becomes the true north that everybody's working to. So when you have those moments of oh, that's not what we thought then, you know, that's okay, because you are validating against at least something, you have some level of structure in all of this. Ula Ojiaku So let's get to some other questions. What books have you, you know, read that you would say have kind of impacted the way your outlook on, or view on the subject of agile agility or anything else, what would you recommend to the audience? Dave West So the books that really changed my life around thinking about this in a different way, there was a few. The one that actually has nothing to do with agile that made me step back from the way I was looking at the world was Thank You for Being Late by Thomas Friedman. That book really sort of like reinforced the fact that the world is incredibly complex and is, you know, he's famous for The World is Flat, you know, the sort of like global supply chain thing, which we are all very aware of and it's fundamentally having a huge impact now on prices and inflation and the like because of, you know, it's been such a mess over the last two and a half years. So that changed my outlook with respect to the world that I'm living in, which I thought was quite interesting. In terms of straight agility, you know, I'll be honest, there's Scrum – A Pocket Guide that taught me professional Scrum, that's Gunther Verheyen's book that I'd never really thought about Scrum in that way. And then I have to plug the series, The Professional Scrum Series from Addison, well, it's Pearson now, sorry. There are some great books in there, Zombie Scrum is absolutely fabulous. And actually, coming out on the 17th of June is a new book about leadership, The Professional Agile Leader: The Leader's Journey Toward Growing Mature Agile Teams and Organizations. I just read that, so I did not remember it, but it's by three people I adore, Ron Eringa, Kurt Bittner and Laurens Bonnema. They're awesome, you know, had lots of leadership positions, written a great book. I wrote an inspired forward just in case anybody's checking that, you know, that confidence thing certainly came back after middle school, right. But that's a really interesting book that talks about the issue that you highlighted earlier, that leadership needs, we've spent a lot, we've spent 25 years teaching Scrum to teams. We need to spend the next, probably 60 years, teaching Scrum to leaders and trying to help, and it's not just Scrum, it's agile, hence the reason why this isn't just about Scrum, you know, whether it's Kanban, whether it's Flow, whether it's Spotify Model, whether it's whatever, but the essence of that, you know, empiricism, self-management, you know, the continuous improvement, the importance of discipline, the importance of being customer centric, the value of outcomes and measures against outcomes, the value of community and support networks, you know, all of this stuff is crucial and we need to start putting that thing, you know, whether it's business agility, whether you call it business agility, you know, all organisations, I think the pandemic proved this, need to be more agile in responding to their market, to their customers, to their employers and to the society that they contribute to. We get that. Leadership needs to change, and that's not a, you're wrong and awful, now sort of old leadership bad. No, it's just the reality is the world has changed and the more mindful leaders step back and say, oh, what do I have to do differently? Now, my entire team is remote, my, you know, my work is hard to plan, the fact that we, you know, our funding cycles have changed, our investment models have changed, you know, stepping back a little bit. So this professional, agile leader book I do recommend. Obviously I had the benefit of reading it before it became a book and it's very, very good and fun to read. Ula Ojiaku Awesome, we will put the list of books and links to them in the show notes, so thank you for that. Now, is there anything you'd like to ask you know, of the audience? Dave West Oh gosh, I don't know. I mean, my only sort of like, if it's sort of closing, if we've unfortunately come to the end of our time together and I, you know, I did waffle on, so I apologise for using far too much of it. But I guess the question I, and we talked a little bit about this, but you know, this sort of, there is a propensity in our industry, like every industry, and every moment, and every movement to become very inward looking, to become very like my way is better than every other way, you know. And obviously I'm very into Scrum and I apologise, I accept that I am. But I'm not arrogant enough to believe that it is the only way of solving complex problems. I'm also not arrogant to believe that it is sufficient. You know, I love the work of the Lean UX, Agile UX, we loved it so much we worked with Jeff and Josh to build a class together. I love the work of Daniel Vacanti and in professional Kanban and the Kanban community in general, I love, you know, I love the work of the professional coaching organisations and what they're really doing to help me be a better human being dare I say. You know, the point is, as you sit at this moment in time, you as an agile practitioner, have the opportunity to draw on many different disciplines and many different experts to really help to create that environment. That can allow agility to thrive and value to be delivered. And I think the only thing that's getting in the way of you doing that, or the only thing that was getting in the way of me doing that, and it still does sometimes is uberous arrogance and just a lack of, I don't know, not willing, not being willing to step out of my comfort zone and accept that my predefined ideas and my experience, my diversity that I bring isn't necessarily always right and to be more humble and to be more kind. I know it's a country song, you know, humble and kind, right, which I'm, you know, obviously I live in America, so I have to like country music, it's mandatory, but if you can be a little bit kinder and to do what my gran asks, right? Not what did you do today, but who did you help? What did you learn? How are you going to be better tomorrow? If we can do all of those things, then not only are our projects and teams and products better, but our lives better, and maybe society could be a little bit better. Ula Ojiaku Those are great words, Dave, thank you so much for those. One last thing, are you on social media? How can people get in touch with you? Dave West Well you could always dave.west@scrum.org if you want to ping me on this thing called email. If you are under 30, it's this thing that old people like, it's called email. If you're younger and cooler, I do not have a TikTok account, I don't totally know what it is. My son says we need it. I'm not a totally sure that we do, but it's not about clocks as well, who knew that, what was all that about? Ula Ojiaku Well, just like Apple isn't the fruit… Dave West Isn't about fruit, how annoying is that as well? Anyway, and so many misconceptions in the world, right. Anyway, but, and M&Ms aren't Smarties, I know I get it. But anyway, sorry, David J. West is my Twitter handle, you know, but, you know, whatever, LinkedIn, you can always find me on LinkedIn, just do Dave West Scrum.org and you will find me on LinkedIn. Love connecting, love talking about this stuff, maybe a little too much. You know another saying that my gran used to say, “you've got two ears and one mouth, shame you never used it like that, David”. I was like, yes, gran, I know, yeah. She also didn't by the way, just for the record anyway. Ula Ojiaku Oh gosh, your grandma Lilian sounds like she was one awesome woman. Dave West Rockstar, rockstar. Ula Ojiaku Well, thank you so much, Dave. It's been a pleasure and I thoroughly enjoyed having this conversation with you, actually more learning from you and I hope sometime you'll be back again for another conversation. Dave West I would love that. Thank you for your audience. Thank you for taking the time today. I appreciate it. Let's stay in touch and I hope that we'll see maybe in person again soon. Ula Ojiaku Yeah, that will be wonderful.

On this edition of Parallax Views, Richard Silverstein of the Tikun Olam blog returns to discuss the latest eruptions of violence in Israel/Palestine starting with the massacre in the Palestinian Jenin refugee and then the deadly attack on Israelis outside a Synagogue in East Jerusalem shortly thereafter. In addition to this, we talk about the anti-government protests in Israel against Netanyahu's government and the fears within Israel over Netanyahu's judicial reforms which some are arguing would be a fascistic judicial coup by the Israeli far-right. Moreover, Richard and I discuss President Joe Biden and U.S. foreign policy with regards to Israel and specifically Secretary of State Antony Blinken visit to Israel and meeting with the deeply dysfunctional and corrupt Palestinian Authority's President Mahmoud Abbas. Additionally Richard and I will delve into Netanyahu's cozying up with America's evangelical Christian right, background on Richard's own evolution of thought in regards to Israel/Palestine, Israeli messianism and the end times, the potential for a Third Intifada to erupt, the Israeli economy and big tech start-up companies in Israel, the former Shin Bet (domestic Israeli intelligence chief) calling for a General Strike in Israel, Rabbi Meier Kahane and the Israeli far-right, Israeli ministerial position figures Bezalel Smotrich and Itamar Ben-Gvir, Itamar Ben Gvir's vision for Israel and the Temple Mount, the "toxic brew" that is effecting Israeli politics right now, religious violence and conflict escalation, cycles of violence in Israel/Palestine, secular politics and conflict resolution/compromise, the permanent banning of the anti-Zionist/non-Zionist Mondoweiss media outlet from TikTok, the IHRA (International Holocaust Remembrance Alliance) definition of antisemitism, the attacks on UN Special Rapporteur Francesca Albanese's and her work on the situation of human rights in the occupied territories, and more! In the second half of the program, Grant F. Smith of the Institute for Research: Middle East Policy returns to discuss New York Times op-ed columnist Thomas Friedman and his reporting on Israel/Palestine over the years. Grant's recent article on Friedman is entitled "Thomas L. Friedman's Israel: The krytron and the cholent heater". Recently, Friedman commented that he fears the two-state solution is dead in a conversation with Peter Beinart and penned an op-ed pleasing with President Joe Biden to save Israel from losing it's democracy and sliding into becoming “illiberal bastion of zealotry”. In the second half of the program, Grant F. Smith of the Institute for Research: Middle East Policy returns to the program to discuss his critique of New York Times op-ed columnist Thomas Friedman's reporting on Israel/Palestine over the years. Grant recently penned a piece at irMEP on the subject entitled "Thomas L. Friedman's Israel: The krytron and the cholent heater". In a recent conversation with Peter Beinart, Friedman expressed fear that the two-state solution is dead and has also written an op-ed imploring Joe Biden to save Israel from becoming “illiberal bastion of zealotry”. In other words, Friedman has been critical of Israel as of late. Grant, however, believes the criticism is mild and undermined by his previous writings especially in regards to Israeli spy and movie mogul Arnon Milchan, nuclear weapons and smuggling operations, and Benjamin Netanyahu in the 1980s. Among the topics covered in the course of our conversation: - Nuclear smuggling and Israel's "Project Pinto" - Saudi Arabia, the Abraham Accords, Israel's WeWork boondogle, and the private Israeli salmon farming Project Jonah that funded by large sums of taxpayer dollars/government funding - The NUMEC Affair and Israeli nuclear weapons smuggling - Critiques of Thomas Friedman's writings on globalization (see: The World is Flat and The Lexus and the Oliver Tree) and his "Golden Arches Theory of War" (ie: no two countries with a McDonald's would go to war with each other) - And more!

In a special bonus episode of The Chris Cuomo Project, Chris speaks with Thomas L. Friedman, The New York Times' foreign affairs Op-Ed columnist and bestselling author of “Thank You for Being Late: An Optimist's Guide to Thriving in the Age of Accelerations,” about Vladimir Putin's energy bomb threatening the Western alliance, the world's approach to energy production at scale, the public's fears about nuclear energy, what Russia has underestimated in its war on Ukraine, and more. Follow and subscribe to The Chris Cuomo Project on Apple Podcasts, Spotify, and YouTube for new episodes every Tuesday. Get a 4-week trial, free postage, and a digital scale at https://www.stamps.com/chris. Thanks to Stamps.com for sponsoring the show!

When it comes to foreign policy, George Will quipped, Americans want as little of it as possible. That much was even clearer this week as American voters had inflation, crime, abortion access, U.S. democracy, and recession fears at the top of their minds in the midterm elections. At the same time, warming temperatures, supply chain breakdowns, and a global pandemic have only reaffirmed the inescapable fact that what happens here at home is inextricably linked to events beyond America's shores. All this takes place amid the backdrop of Russia's invasion of Ukraine, China's rise as a peer competitor, and challenges from rogue states such as North Korea and Iran. How do we prioritize these challenges? And what does it mean to lead in a complex, multipolar world?Aaron sits down with Pulitzer Prize-winning New York Times columnist Thomas L. Friedman for a wide-ranging discussion of these and other challenges.Want to listen to Carnegie Connects live? Visit our website to sign up for invitations.

Hello and welcome to today's episode. I think you will love my conversation with Matt Welch and all the rest. So I am gonna keep it brief.  Stand Up is a daily podcast. I book,host,edit, post and promote new episodes with brilliant guests every day. Please subscribe now for as little as 5$ and gain access to a community of over 800 awesome, curious, kind, funny, brilliant, generous souls Check out StandUpwithPete.com to learn more Matt Welch is an editor at large at Reason, the libertarian magazine of "free minds and free markets." He served as Reason's editor in chief from 2008-2016. He is co-author, along with Nick Gillespie, of the 2011 book The Declaration of Independents: How Libertarian Politics Can Fix What's Wrong With America, which Tyler Cowen called "the up-to-date statement of libertarianism." Welch also wrote the 2007 book McCain: The Myth of a Maverick. Reason has been a Western Publications Association magazine of the year finalist every year under Welch's leadership, winning five first-place Maggie awards, as well as another 18 first-place notices from the Greater Los Angeles Press Club. Welch himself has won eight first-place L.A. Press Club awards over the years, for work on subjects ranging from Jackie Robinson to Cuba to the "banal authoritarianism" of Thomas L. Friedman and David Brooks. From December 2013 to January 2015 he was co-host of the nightly Fox Business Network program The Independents. Before assuming editorship of Reason in 2008, Welch worked as an assistant editorial pages editor for the Los Angeles Times, media columnist for Reason, California correspondent for The National Post, political columnist for WorkingForChange.com, and regular contributor to the Online Journalism Review. Before 1998, he lived for eight years in Central Europe, where he co-founded the region's first post-communist English-language newspaper, Prognosis, worked as UPI's Slovakia correspondent, and managed the Budapest Business Journal. Welch's work has appeared in The Wall Street Journal, The New York Times, The Washington Post, CNN.com, ESPN.com, The Hardball Times, The Columbia Journalism Review, Salon.com, Commentary, LA Weekly, Orange County Register, and scores of other publications. He is a frequent guest on MSNBC, Fox News, Fox Business Network, CNN, public radio, and AM radio stations from coast to coast. Welch lives in Brooklyn, New York, with his wife and two daughters. Follow and Support Pete Coe Pete on YouTube Pete on Twitter Pete On Instagram Pete Personal FB page Stand Up with Pete FB page

With its massive economy and military budget, America is the world's most powerful country. How did the U.S. come to have so much power to affect nations and people around the globe? How did the country achieve this status over the past 250 years? Michael Mandelbaum helps us understand how the U.S. got here through the evolution of its foreign policy. In his latest book, The Four Ages of American Foreign Policy, he divides U.S. history into four distinct periods, each defined by a consistent increase in American power and each with major events and important personalities at play. He portrays the ascent of the U.S., first as a “weak power,” from 1765 to 1865, followed by a “great power” between 1865 and 1945, next as a “superpower” from 1945 to 1990, and finally as the world's sole “hyperpower” from 1990 to 2015. Mandelbaum also identifies three features of American foreign policy that are found in every era: first, the goal of spreading political ideas; second, the use of economic instruments to achieve foreign policy goals; and third, a process for creating and implementing policy that's shaped by input from the public. American foreign policy, as he puts it, has been unusually ideological, unusually economic, and unusually democratic. He argues that these practices continue today. In what has been called a “…deeply insightful — and disturbing — analysis of both history and current affairs” (Kirkus Reviews), Mandelbaum sparks readers to think about America's path to power and what future eras might hold. Michael Mandelbaum is the Christian A. Herter Professor Emeritus of American Foreign Policy at The Johns Hopkins School of Advanced International Studies. Before joining Johns Hopkins in 1990, Professor Mandelbaum taught at Harvard University, Columbia University, and at the United States Naval Academy. He also has taught business executives at the Wharton Advanced Management Program in the Aresty Institute of Executive Education at the Wharton School of Business at the University of Pennsylvania. Mandelbaum is the author of sixteen previous books, including Mission Failure (2016), The Rise and Fall of Peace on Earth (2019), and, with Thomas L. Friedman, That Used to Be Us (2011). Foreign Policy magazine named him one of the “Top 100 Global Thinkers” of 2010. He wrote a regular foreign affairs analysis column for Newsday from 1985-2005, and his Op-Ed pieces on foreign affairs have also appeared in The New York Times, The Wall Street Journal, The Washington Post, The Los Angeles Times, and many more. He has appeared on The CBS Evening News, The News Hour, Face the Nation, Larry King Live and The Charlie Rose Show, among many other programs. A popular speaker for the United States Information Agency for more than two decades, Mandelbaum has explained American foreign policy to diverse groups throughout Europe, East Asia, Australia, New Zealand, India and the Middle East. Jacqueline Miller has led the World Affairs Council of Seattle since May 2014. She also serves on the Mayor's International Affairs Advisory Board; is a member of the Civic Council for UW's Master of Arts in Applied International Studies (MAAIS) program; and serves on the Washington State Advisory Committee for the U.S. Global Leadership Coalition. She is chair of the board of Global Ties U.S and is a member of the Board of Advisors of the George H.W. Bush Foundation for U.S.-China Relations. She is also a life member of the Council on Foreign Relations. She got her start in think tanks at the Center for Strategic and International Studies, where she was deputy director of the Russia and Eurasia program. She has also taught at The George Washington University, where she undertook graduate work after earning undergraduate and graduate degrees from Cornell University. She has been a commentator for various news sources including The New York Times, the BBC, CBC, and Voice of America.   The Four Ages of American Foreign Policy: Weak Power, Great Power, Superpower, Hyperpower (Hardcover) Third Place Books  

Borgers, Michaelwww.deutschlandfunk.de, @mediasresDirekter Link zur Audiodatei

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Social media is tearing us apart by feeding into our need for status. Can we mitigate its effects? Chris Bail joins Vasant Dhar in episode 34 of Brave New World to share his research on how social media affects us -- and how we can fight back. Useful resources 1. Chris Bail at Duke, Sanford School of Public Policy, Google Scholar, Amazon, Twitter and his own website. 2. Breaking the Social Media Prism: How to Make Our Platforms Less Polarizing -- Chris Bail. 3. The Social Media Industrial Complex -- Episode 3 of Brave New World (with Sinan Aral). 4. How Social Media Threatens Society -- Episode 8 of Brave New World (with Jonathan Haidt). 5. Helena Rosenblatt on Liberalism's Long Journey -- Episode 32 of Brave New World. 6. We Have Never Been Here Before -- Thomas L Friedman. 7. Adam Alter on Beating Our Addictions -- Episode 28 of Brave New World. 8. The Hype Machine -- Sinan Aral.

Emily Bazelon, John Dickerson and David Plotz discuss Ukraine's resistance, the State of the Union, and an increasing backlash against reformer prosecutors. Here are some notes and references from this week's show: Thomas L. Friedman for The New York Times: “I See Three Scenarios for How This War Ends” Anne Appelbaum for the Atlantic: “The Bad Guys Are Winning” Gal Beckerman for The Atlantic: “How Zelensky Gave the World a Jewish Hero” Rebecca Davis O'Brien for The New York Times: “How This ‘Progressive Prosecutor' Balances Politics and Public Safety” Heart of Darkness, by Joseph Conrad Charged: The New Movement to Transform American Prosecution and End Mass Incarceration, by Emily Bazelon Here's this week's chatter: David: The Postman, by David Brin  Emily: In Love: A Memoir of Love and Loss, by Amy Bloom; Away, by Amy Bloom John: New York Times, Feb. 22, 1862: “The Execution of Nathaniel Gordon” Listener chatter from Leslie Camp: Phil Davison for The Washington Post: “Monique Hanotte, Belgian resistance member who rescued 135 downed Allied airmen in World War II, dies at 101”   For this week's Slate Plus bonus segment John, Emily and David discuss what they do to find and boost their courage.   Tweet us your questions and chatters @SlateGabfest or email us at gabfest@slate.com. (Messages may be quoted by name unless the writer stipulates otherwise.) Podcast production by Jocelyn Frank. Research and show notes by Bridgette Dunlap. Learn more about your ad choices. Visit megaphone.fm/adchoices

Emily Bazelon, John Dickerson and David Plotz discuss Ukraine's resistance, the State of the Union, and an increasing backlash against reformer prosecutors. Here are some notes and references from this week's show: Thomas L. Friedman for The New York Times: “I See Three Scenarios for How This War Ends” Anne Appelbaum for the Atlantic: “The Bad Guys Are Winning” Gal Beckerman for The Atlantic: “How Zelensky Gave the World a Jewish Hero” Rebecca Davis O'Brien for The New York Times: “How This ‘Progressive Prosecutor' Balances Politics and Public Safety” Heart of Darkness, by Joseph Conrad Charged: The New Movement to Transform American Prosecution and End Mass Incarceration, by Emily Bazelon Here's this week's chatter: David: The Postman, by David Brin  Emily: In Love: A Memoir of Love and Loss, by Amy Bloom; Away, by Amy Bloom John: New York Times, Feb. 22, 1862: “The Execution of Nathaniel Gordon” Listener chatter from Leslie Camp: Phil Davison for The Washington Post: “Monique Hanotte, Belgian resistance member who rescued 135 downed Allied airmen in World War II, dies at 101”   For this week's Slate Plus bonus segment John, Emily and David discuss what they do to find and boost their courage.   Tweet us your questions and chatters @SlateGabfest or email us at gabfest@slate.com. (Messages may be quoted by name unless the writer stipulates otherwise.) Podcast production by Jocelyn Frank. Research and show notes by Bridgette Dunlap. Learn more about your ad choices. Visit megaphone.fm/adchoices

Matt Welch is an editor at large at Reason, the libertarian magazine of "free minds and free markets." He served as Reason's editor in chief from 2008-2016. He is co-author, along with Nick Gillespie, of the 2011 book The Declaration of Independents: How Libertarian Politics Can Fix What's Wrong With America, which Tyler Cowen called "the up-to-date statement of libertarianism." Welch also wrote the 2007 book McCain: The Myth of a Maverick. Reason has been a Western Publications Association magazine of the year finalist every year under Welch's leadership, winning five first-place Maggie awards, as well as another 18 first-place notices from the Greater Los Angeles Press Club. Welch himself has won eight first-place L.A. Press Club awards over the years, for work on subjects ranging from Jackie Robinson to Cuba to the "banal authoritarianism" of Thomas L. Friedman and David Brooks. From December 2013 to January 2015 he was co-host of the nightly Fox Business Network program The Independents. Before assuming editorship of Reason in 2008, Welch worked as an assistant editorial pages editor for the Los Angeles Times, media columnist for Reason, California correspondent for The National Post, political columnist for WorkingForChange.com, and regular contributor to the Online Journalism Review. Before 1998, he lived for eight years in Central Europe, where he co-founded the region's first post-communist English-language newspaper, Prognosis, worked as UPI's Slovakia correspondent, and managed the Budapest Business Journal. Welch's work has appeared in The Wall Street Journal, The New York Times, The Washington Post, CNN.com, ESPN.com, The Hardball Times, The Columbia Journalism Review, Salon.com, Commentary, LA Weekly, Orange County Register, and scores of other publications. He is a frequent guest on MSNBC, Fox News, Fox Business Network, CNN, public radio, and AM radio stations from coast to coast. Welch lives in Brooklyn, New York, with his wife and two daughters. Check out Matt's Podcasts: The Fifth Column The Reason Roundtable This show is made possible by MetPro.  Invest in your health. Be the best version of yourself. Optimize your nutrition and fitness increases energy, creativity, and productivity.  Visit MetPro.co/dose to receive a free month of coaching.

How has education in schools evolved during this pandemic? Bringing in some deep insights on this are two seasoned educationists heading The Orchid School in Pune, India, an institution known for its visionary approach to creating an education process that is meaningful and relevant. Our guests are Dr. Lakshmi Kumar, Founder Director of The Orchid School, and Sangeeta Kapoor, Principal of The Orchid School. Vinay deep-dives into the impact of the pandemic on students' learning, their lives and social interaction and on teaching and teachers' lives, and what does the future of K-12 learning look like.   [3:50s] Their journey into education   [06:25s] School education during a pandemic: ‘Sailing through fear' [10:30s] Sense and sensibilities of digitized learning [28:45s] Where do assessments stand today? [36:51s] How ready are teachers to go back to the classroom?[39:21s] ‘Hybrid learning is here to stay!'[50:03s] RWL: Lakshmi recommends READ – Homo Deus A Brief History of Tomorrow by Yuval Noah Harari and The World is Flat by Thomas L Friedman; Sangeeta recommends READ ‘Waiting for the Mahatma' by RK Narayan   Connect with Lakshmi on LinkedIn; Connect with Sangeet on LinkedIn Connect with Vinay on Twitter, LinkedIn or email him at vinay@c2cod.comWhat did you think about this episode? What would you like to hear more about? Or simply, write in and say hello! podcast@c2cod.comSubscribe to us on your favorite platforms – Google Podcasts, Apple Podcasts, Spotify, Overcast, Tune In Alexa, Amazon Music, Pandora, TuneIn + Alexa, Stitcher, Jio Saavn and more.  This podcast is sponsored by C2C-OD, your Organizational Development consulting partner ‘Bringing People and Strategy Together'. Follow @c2cod on Twitter, LinkedIn, Instagram, Facebook  

The Marine Corps is modernizing to meet the Commandant's vision of Force 2030. That modernization includes providing Marines with the most realistic training to meet and defeat those evolving threats. The Program Manager for Training Systems (PM TRASYS), located in Orlando, Florida, improves the warfighting effectiveness of Fleet Marine Forces by providing training support and developing and sustaining training systems. They are the training systems acquisition arm for the Marine Corps. Manny met with Col. Lou Lara in Florida. Lara has spent the better part of the last few years leading the team at TRASYS as they work to ensure that Marines have the training systems and capabilities to prepare them for the battlefields of today and tomorrow. Question, comment or idea? Leave us a voice message: https://anchor.fm/equipping-the-corps/message The views expressed in this podcast reflect those of the speakers and do not necessarily reflect the views, policies or positions of the United States Marine Corps or Department of Defense. Show Notes: Book recommendations: Change the Culture, Change the Game: The Breakthrough Strategy for Energizing Your Organization and Creating Accountability for Results by Roger Connors and Tom Smith The Lexus and the Olive Tree by Thomas L. Friedman --- Send in a voice message: https://anchor.fm/equipping-the-corps/message

Welcome to the Instant Trivia podcast episode 254, where we ask the best trivia on the Internet. Round 1. Category: All Bark 1: The bald variety of this tree is common in swampy areas. a cypress. 2: Due to excessive logging, Lebanon established the Al-Shouf Reserve for these trees in 1997. cedars. 3: The terebinth is also known as this tree, as it yielded probably the earliest form of a paint solvent and thinner. a turpentine tree. 4: This "sandy" tree family includes oaks and chestnuts. beeches. 5: Named for British botanist David, this large Christmas-y tree is called a fir or a spruce but it really is a pine. a Douglas. Round 2. Category: Tall Talk 1: Cosmopolitan's "Sexiest Man In The World" for 1993 was this 6' 3" hunk seen on romance novels. Fabio. 2: It's hard not to look up to this New Jersey Democrat and presidential hopeful; he's 6' 5". Bill Bradley. 3: At 7' 4" this wrestler whose last name was Roussimoff brought many an opponent to his knees. Andre the Giant. 4: "(Hi, I'm Sandy Duncan) I was first partnered with this 6' 6" dancer when I was 12 and he was a teen back in our native Texas". Tommy Tune. 5: This 6' tall forward for the Houston Comets is the first woman to have a Nike basketball shoe named for her. Sheryl Swoopes. Round 3. Category: Chateau "Dif" 1: In anthropology, it's the spread of cultural features like tools or rituals from one group to another. diffusion. 2: Ranging from 1.3 to 3.6, degrees of this increase your potential score in Olympic diving. difficulty. 3: It's defined as the bending of light waves as they pass around the edge of an obstacle. diffraction. 4: Automotive gear allowing wheels to turn at separate speeds. the differential. 5: A reserved or restrained manner often resulting in fatal hesitation. diffidence. Round 4. Category: Household Hints 1: To remove grass stains from clothes, try rubbing with the Karo brand of this type of syrup. corn syrup. 2: To keep a picnic table pest-free, spray with water mixed with the oil from this plant; take note of its color. lavender. 3: To keep these little plantlike protists out of a bird bath, plunk in a pre-1982 penny; copper stops their growth. algae. 4: If you accidentally super glued your fingers together, dab nail polish remover containing this solvent--it breaks the bond. acetone. 5: To get lipstick out of washable clothing, dab the stain with the isopropyl type of this. alcohol. Round 5. Category: The New York Times Journalists 1: As Michelle Higgins is the "Practical" this, she'll tell you how to cut the high cost of flying to Africa. Traveler. 2: Frank Bruni, whose yearly entertainment budget is $350,000, is on this beat. restaurants (food critic). 3: In 1990 Nicholas Kristof and his wife Sheryl WuDunn won a Pulitzer covering China's democracy movement in this place. Tiananmen Square. 4: We bet the first Monday in Oct. is always circled on Linda Greenhouse's calendar; she started on this Times beat in 1978. the Supreme Court. 5: Pulitzer-winning Op-Ed columnist Thomas L. Friedman wrote "A Brief History of the 21st Century" in "The World is" this. Flat. Thanks for listening! Come back tomorrow for more exciting trivia!

Sample some of the most in-demand titles by listening to a quick summary or analysis available on Hoopla! Jane, Jillian, and Jen discuss the insights from recorded summaries on: "Deep Work" by Cal Newport, "Thank You for Being Late" by Thomas L. Friedman, "Victoria: The Queen" by Julia Baird, and "The Gifts of Imperfection" by Brené Brown.

El periodista y escritor norteamericano Thomas L. Friedman explica en este pequeño extracto del libro Gracias por llegar tarde (2018) "cómo la tecnología, la globalización y el cambio climático van a transformar el mundo los próximos años".

Welcome to the Instant Trivia podcast episode 200, where we ask the best trivia on the Internet. Round 1. Category: The New York Times Journalists 1: As Michelle Higgins is the "Practical" this, she'll tell you how to cut the high cost of flying to Africa. Traveler. 2: Frank Bruni, whose yearly entertainment budget is $350,000, is on this beat. restaurants (food critic). 3: In 1990 Nicholas Kristof and his wife Sheryl WuDunn won a Pulitzer covering China's democracy movement in this place. Tiananmen Square. 4: We bet the first Monday in Oct. is always circled on Linda Greenhouse's calendar; she started on this Times beat in 1978. the Supreme Court. 5: Pulitzer-winning Op-Ed columnist Thomas L. Friedman wrote "A Brief History of the 21st Century" in "The World is" this. Flat. Round 2. Category: Inventors And Inventions 1: In 1930 this automaker co-wrote a book on Thomas Edison titled "Edison As I Know Him". Henry Ford. 2: Business partner Jacob Davis added the rivets to the pocket corners of this man's pants. Levi Strauss. 3: In 1798 this cotton gin inventor began using a system of interchangeable parts to make muskets for the U.S. government. Eli Whitney. 4: Ann Moore invented this "cozy" baby carrier after seeing women in Togo carry their babies in fabric slings. a Snugli. 5: In 1954 Hildaur Nielsen invented this filing system using slotted cards on a cylinder. Rolodex. Round 3. Category: Let's Visit Cuba 1: Diving and snorkeling are popular (between U.S. invasions) at Playa Giron on this bay. Bay of Pigs. 2: Disco Ayala in the city of Trinidad is located inside one of these, so you're always in the batroom. Cave. 3: Take note, hotels in Cuba rent by the night, most inns and posadas by this, hmmmmmm. By the hour. 4: Visit this site that Teddy did in 1898 and see small monuments marking the battle and a rusted ferris wheel. San Juan Hill. 5: The Cuban home of this "Snows of Kilimanjaro" author is preserved almost as he left it. Ernest Hemingway. Round 4. Category: Literally 1: There is no record of his activities between Stratford in 1585 and London in 1592. William Shakespeare. 2: According to itself, it's the biggest-selling copyrighted book, at over 80 million copies. "Guinness Book of World Records". 3: Barbara Cartland's over 700 novels include "Running Away to" this, "Never Lose" this and "Luck Logan Finds" this. Love. 4: Seen here in 1997, this author of military thrillers signed a 2-book deal reported at over $50 million dollars. Tom Clancy. 5: He's the only man to win Pulitzer Prizes for fiction ("The Bridge of San Luis Rey") and drama ("Our Town"). Thornton Wilder. Round 5. Category: Words Of The '60s 1: Astranette, meaning a female one of these, has not stood the test of time, or space. Astronaut. 2: Doing it to your mind could do it to your cool. blow. 3: Logically enough, it's the single word for a topless bikini. Monokini. 4: Term for those who rode buses to test integration in interstate travel. "Freedom Riders". 5: Precedes "wasted", "down" and "your act together". get. Thanks for listening! Come back tomorrow for more exciting trivia!

Hay que estar dispuestos a adaptarnos y crecer. Libro sugerido: 1) Creatividad SA: Como llevar la inspiración hasta el infinito y más allá, Ed Catmull - https://amzn.to/3yncsPg 2) Gracias por llegar Tarde: Thomas L. Friedman - https://amzn.to/3llgVyt Formato: Podcast Duración: 10 minutos Plataformas: Apple Podcasts, Google Podcasts, Spotify, Anchor, Breaker Podcasts, Overcast, Pocket Casts, RadioPublic, Castbox, TuneIn, iHeartRadio, Amazon Music, myTuner Radio. Blog: http://www.modosobreviviente.com Facebook: https://www.facebook.com/ModoSobreviviente NegociosModoSobreviviente en Youtube: https://youtu.be/MwmouqNXqKI SuperAcción en Youtube: https://youtu.be/BtfgG18Pz4c ModoSobreviviente en Youtube:https://youtu.be/b2Kz3C65fBI Instagram: http://www.instagram.com/modosobreviviente LinkedIn: ModoSobreviviente TikTok: @gilnegocios Información, dudas, tips y consejos. #Negocios #Business #GDL #Guadalajara #ModoSobreviviente #superacción #networking #covid19 #innovación #México #empresas #empresarios #emprendedores #NegociosModoSobreviviente #Desinfeccion #metodosdedsinfeccion #protocolosdelimpieza #protocolosdelimpiezaydesinfección #limpiezaydesinfeccion #comodesinfectar #comodesinfectarlacasa #limpiezaydesinfecciondeescuelas #DesinfectarColegio #correctadesinfeccion

DOCUMENTATION AND ADDITIONAL READING PART 1 (0:0 - 9:18): ────────────────── President Biden's Sudden Silence on the Death Penalty: Why Has the President Gone Silent on His Campaign Promise to Abolish the Federal Death Penalty? ASSOCIATED PRESS (MICHAEL TARM) Biden's silence on executions adds to death penalty disarray PART 2 (9:19 - 15:22): ────────────────── Why Do Atheists Oppose the Death Penalty More Than Religious Persons? There's A Lot of Theology Here and It's Openly Acknowledged PEW RESEARCH CENTER (STEPHANIE KRAMER) Unlike other U.S. religious groups, most atheists and agnostics oppose the death penalty PART 3 (15:23 - 22:17): ────────────────── Have You Noticed How the Conversation on Crime and Policing Has Changed? Why Order and Trust Is Required for a Society to Thrive NEW YORK TIMES (THOMAS L. FRIEDMAN) Want to Get Trump Re-elected? Dismantle the Police. PART 4 (22:18 - 26:23): ────────────────── We Never Quite Know What's Lurking in the Depths, Do We? Diver in Cape Cod Scooped Up by a Whale. Sound Familiar? NATIONAL PUBLIC RADIO (RACHEL TREISMAN) A Lobster Diver In Cape Cod Says A Humpback Whale Scooped Him Up And Spat Him Out

La globalización es el tema central que aborda "La tierra es plana", del periodista estadounidense Thomas L. Friedman. Esta es la historia escogida por el relaciones públicas Juan José Miño. Por Juan Joaquín Hernández.

Nick Bonitatibus helped his company attain huge success and when the choice became clear that he could continue to contribute to the company’s success or build his own success, he chose to start Digital Champions where he helps entrepreneurs recognise the value of using video in their business. In this episode of the Tribe of Leaders podcast, Nick shares how he intentionally built his dream business and dream life.  Enjoy listening!  HIGHLIGHTS: Super cool story of how Nick Bonitatibus built a course for himself and never looked back. How Covid became the catalyst, the spark to start his business? How he started doing videos and how Nick used it to help to communicate and create an impact for his audience? It is not the number of views that matters, but the impact of the videos created for people that resonate with every content. Consistency is everything to it. (...Commitment to doing it and just showing up) Books that Nick Bonitatibus are reading or listening to. The FREE Training on how to make videos with people who actually want to watch. What’s in store for Nick Bonitatibus for this year? (...What new programs to look forward to from Nick?) RESOURCES: Original Story by Loren Eisley - The Starfish Story Books that Nick Bonitatibus are reading or listening to: Thank You for Being Late: An Optimist's Guide to Thriving in the Age of Accelerations by Thomas L. Friedman The Big Leap (Audible Audiobook – Unabridged) by Gay Hendricks  FREE TRAINING: Discover How To Create Effective Video That Generates Consistent Leads Who Actually Want To Become Clients QUOTES: "It goes to show when you just kinda throw yourself out there and see what happens, you find something that you didn't even know that you were seeking."- Nick Bonitatibus "I had a choice, I had an opportunity to build the course for them or build the course for me." - Nick Bonitatibus  "I quit my dream job to create my dream life." - Nick Bonitatibus "When you truly commit to something, like really commit to something, there is absolutely nothing that can get in your way." - Nick Bonitatibus "Everyday is the most amazing gift."- Nick Bonitatibus There is always attachment that I need to let go and release, which was just such an amazing feeling." - Nick Bonitatibus "Confidence means believing in your ability to figure things out." - Brendon Burchard "Amazing and incredible things happen when you do something that's a little bit scary. The best thing in life come from that little bit of fear."- Nick Bonitatibus "It can be so simple when people listening to you and to be able to have that level connection with people is just so deeper and the consistency was everything, too."  - Nick Bonitatibus  "To stop yourself because you might mess up and you might fail is just opting out and playing it safe."- Emi Kirschner "In order to be great at something you need to first be good at it, in order to be good at something, you need to bad at it."- Jim Edwards CONNECT WITH NICK BONITATIBUS: Website Facebook CONNECT WITH EMI: Join the Tribe of Leaders Community on Facebook Download Your FREE guide so you always have leads knocking on your door!  Facebook LinkedIN Instagram

Nick Bonitatibus helped his company attain huge success and when the choice became clear that he could continue to contribute to the company’s success or build his own success, he chose to start Digital Champions where he helps entrepreneurs recognise the value of using video in their business. In this episode of the Tribe of Leaders podcast, Nick shares how he intentionally built his dream business and dream life.  Enjoy listening!  HIGHLIGHTS: Super cool story of how Nick Bonitatibus built a course for himself and never looked back. How Covid became the catalyst, the spark to start his business? How he started doing videos and how Nick used it to help to communicate and create an impact for his audience? It is not the number of views that matters, but the impact of the videos created for people that resonate with every content. Consistency is everything to it. (...Commitment to doing it and just showing up) Books that Nick Bonitatibus are reading or listening to. The FREE Training on how to make videos with people who actually want to watch. What’s in store for Nick Bonitatibus for this year? (...What new programs to look forward to from Nick?) RESOURCES: Original Story by Loren Eisley - The Starfish Story Books that Nick Bonitatibus are reading or listening to: Thank You for Being Late: An Optimist's Guide to Thriving in the Age of Accelerations by Thomas L. Friedman The Big Leap (Audible Audiobook – Unabridged) by Gay Hendricks  FREE TRAINING: Discover How To Create Effective Video That Generates Consistent Leads Who Actually Want To Become Clients QUOTES: "It goes to show when you just kinda throw yourself out there and see what happens, you find something that you didn't even know that you were seeking."- Nick Bonitatibus "I had a choice, I had an opportunity to build the course for them or build the course for me." - Nick Bonitatibus  "I quit my dream job to create my dream life." - Nick Bonitatibus "When you truly commit to something, like really commit to something, there is absolutely nothing that can get in your way." - Nick Bonitatibus "Everyday is the most amazing gift."- Nick Bonitatibus There is always attachment that I need to let go and release, which was just such an amazing feeling." - Nick Bonitatibus "Confidence means believing in your ability to figure things out." - Brendon Burchard "Amazing and incredible things happen when you do something that's a little bit scary. The best thing in life come from that little bit of fear."- Nick Bonitatibus "It can be so simple when people listening to you and to be able to have that level connection with people is just so deeper and the consistency was everything, too."  - Nick Bonitatibus  "To stop yourself because you might mess up and you might fail is just opting out and playing it safe."- Emi Kirschner "In order to be great at something you need to first be good at it, in order to be good at something, you need to bad at it."- Jim Edwards CONNECT WITH NICK BONITATIBUS: Website Facebook CONNECT WITH EMI: Join the Tribe of Leaders Community on Facebook Download Your FREE guide so you always have leads knocking on your door!  Facebook LinkedIN Instagram

Saya membahas buku Thank You for Being Late karya Thomas L. Friedman. Buku ini menjelaskan soal perubahan yang sangat cepat di dunia yang kita tinggali sekarang. Kita pasti pernah merasakannya, kenapa dunia terasa begitu cepat berubah? Dunia yang kita kenal saat kecil, dalam waktu beberapa puluh tahun kemudian, semuanya sudah berubah secara signifikan. --- This episode is sponsored by · Anchor: The easiest way to make a podcast. https://anchor.fm/app Support this podcast: https://anchor.fm/si-kutu-buku/support

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The buzz: “Today's average high-end car has roughly seven times more code than a Boeing 787” (mckinsey.com). The auto industry faces unprecedented changes: ride and car-sharing, electrification, autonomy, climate change regulation, new ownership and distribution models. Each one challenges the industry's ability to be nimble and quickly reinvent itself, neither of which automotive does well. What will it take to turn customers into fanatics, products into obsessions, employees into ambassadors, and brands into religions? The experts speak. Jordan Katz, Qualtrics: “The dinosaurs became extinct because they didn't have a space program. And if we become extinct because we don't have a space program, it'll serve us right! (Larry Niven as quoted by Arthur C. Clarke). Moncombu Raju, SAP: “The world's gone from flat, to fast, to deep (and probably be psychic next)!” (Thomas L. Friedman). Join us for The Key to Automotive Industry Disruption: Become Customer-Obsessed – Part 2.

The buzz: “Today's average high-end car has roughly seven times more code than a Boeing 787” (mckinsey.com). The auto industry faces unprecedented changes: ride and car-sharing, electrification, autonomy, climate change regulation, new ownership and distribution models. Each one challenges the industry's ability to be nimble and quickly reinvent itself, neither of which automotive does well. What will it take to turn customers into fanatics, products into obsessions, employees into ambassadors, and brands into religions? The experts speak. Jordan Katz, Qualtrics: “The dinosaurs became extinct because they didn't have a space program. And if we become extinct because we don't have a space program, it'll serve us right! (Larry Niven as quoted by Arthur C. Clarke). Moncombu Raju, SAP: “The world's gone from flat, to fast, to deep (and probably be psychic next)!” (Thomas L. Friedman). Join us for The Key to Automotive Industry Disruption: Become Customer-Obsessed – Part 2.

The buzz: “We'll never know our full potential unless we push ourselves to find it” (Travis Rice). Career stretch opportunities – temporary work assignments for expertise outside regular job duties – are embraced by companies and by their workers eager to showcase new skills and passions. Is this the right thing for you? Hear more insights on how each gender can accept and negotiate stretch assignments on your own terms. The experts speak. Selena Rezvani, Be Leaderly: “Never think of yourself as ‘finished'; otherwise you really will be finished” (Thomas L. Friedman). Robert Solomon, NEW: “…criticism without a viable solution is nothing more than an arrogant show of words laced with barren self-importance (Stanley Tookie Williams). Shuchi Sharma, SAP: “Work hard to seem infallible and others will work to find our flaws. Admit our shortcomings and others will work to help us be infallible” (Simon Sinek). Join us for Career Stretch and Readiness: Gender Lens Differences? – Part 2.

The buzz: “We'll never know our full potential unless we push ourselves to find it” (Travis Rice). Career stretch opportunities – temporary work assignments for expertise outside regular job duties – are embraced by companies and by their workers eager to showcase new skills and passions. Is this the right thing for you? Hear more insights on how each gender can accept and negotiate stretch assignments on your own terms. The experts speak. Selena Rezvani, Be Leaderly: “Never think of yourself as ‘finished'; otherwise you really will be finished” (Thomas L. Friedman). Robert Solomon, NEW: “…criticism without a viable solution is nothing more than an arrogant show of words laced with barren self-importance (Stanley Tookie Williams). Shuchi Sharma, SAP: “Work hard to seem infallible and others will work to find our flaws. Admit our shortcomings and others will work to help us be infallible” (Simon Sinek). Join us for Career Stretch and Readiness: Gender Lens Differences? – Part 2.

El 12 de marzo de 2017 a las 8.30h de la mañana, Daniel Amo empezó a correr desde la línea de salida de la maratón de Barcelona. En este episodio descubrimos si logró terminarla o no así como otros aspectos: cómo entrenó, cuándo decidió intentar correr una maratón, qué sensaciones tuvo... [Wikipedia] El Gran Lebowsky JEDAI: Jornada d'Empreses, Docents i Alumnat d'Informàtica Libros que terminó Dani esta semana: "Learning Analytics: Measurement Innovations to Support Employee Development" de John R. Mattox, Jean Martin. Libros que terminó Carles esta semana: "Padre, el último mono" de Berto Romero, Oriol Jara, Roger Rubio y Rafel Barceló. [Libro] La Tierra es plana: Breve historia del mundo globalizado del s. XXI de Thomas L. Friedman. Libros que aún está leyendo Ludo: Thank You for Being Late: An Optimist's Guide to Thriving in the Age of Accelerations de Thomas L. Friedman. [Web] Etsy.com [Episodio] ZT 38 Ejercicio físico y “De qué hablo cuando hablo de correr” de Haruki Murakami [Episodio] EB 11 Confesiones sobre superación personal de una corredora de maratones (extra ball) Recuerda, si no sabes qué leer, ve a zetatesters.com/recomendamos ;-)