Question.  Answer. A good question. A Hume is a way to determine the strength and or amount of reality in a given area. Now you may have issues with reality being measured this way. And it's certainly a hard concept to grasp. One of the better analogies that can be used to explain this works like this. Picture that everything in the universe is covered with a thin layer of sand. This is the baseline level of reality. One Hume. When some of the sand is removed by any means there is less sand around and the level of reality has dropped. When sand is added there is more reality around. Now this explanation is highly simplistic but it helps introduce the concept and gives a nice visual representation. So using this analogy, Humes just measure the amount of sand in an area. Clear? Question. But how do we define these things? What are they in relation to? Answer. Another good question. Every measurement has got to be defined in relation to something and so we devised a way to create a Hume baseline level. We created two pocket realities that each contain Scranton reality anchors that maintain the Hume levels at an arbitrarily high and low level. These levels have been designated 100 and 0 respectively. It is from these pocket universes that Hume measurements arise. Question. So how are the Humes measured? Answer. Via the Kant counter. A Kant counter consists of two portals to the pocket universes discussed above. Using these as a baseline the Hume level of a localized area can be measured. Question. Brilliant. Where's your Nobel? Answer. As per Foundation policy outside sharing or recognition of work is impossible. But fear not. We've been compensated more than adequately and in addition we recently got a very favorable ethics committee ruling authorizing a mission to speed the progress of outside researchers on the same track as us. Meaning that Humes may be present in the world in as little as a few years. Question. How can Humes help me? Answer. If you work with lots of reality benders or reality bending based SCPs you're in luck. First off, reality benders. These people have a two for effect on reality.  Secondly, their own personal Hume reading is usually a little higher than is normal. The magnitude of the first and second are of course related to the relative power of the bender in question. Usually a low level reality bender runs at about 75 to 80 over 130 to 150. Hume level of surrounding area, Hume level of individual. This will be used for all future examples. Especially in the case of low level benders. Extreme discretion must be used to avoid a false positive on reality benders as these readings can fluctuate in vanilla humans. For more information see this lecture on reality benders. It's a huge help. Powerful reality benders are ever usually run at about less than 40 over more than 300 indicating a large ability to shape reality. Of note is SCP 343. Unlike all other reality benders it does not exert any influence whatsoever on outside reality. However, its internal Hume reading is astronomically high registering at an average of 860 Humes. Averaged across seven different tests. More ongoing. This indicates many things. All of which are being heatedly debated by the researchers studying SCP 343. Finally, take the case of SCP 239. Unlike many powerful reality benders where area of effect, internal and external Hume readings all are quite large. SCP 239 has an unusual twist. Her area of effect is quite low. Only extending to her line of sight and or imagination. Which while seemingly giving her an infinite area of effect is really only limited to what she can actually imagine and thus can be generally ruled out with proper containment. However, her readings are 30 over 500 granting her a nearly unlimited ability to shape her local reality as she sees it. As in the case of 343, the meaning, cause and containment procedures for this are being debated extensively. Humes can also be applied to non-human anomalies. For instance, take SCP 2464. The Hume measurement inside both the anomaly as well as SCP 2464-2 have unequivocally confirmed the hypothesis regarding the anomaly, allowing for more effective containment. As another case, take SCP 668. This tool perpetually raises the Hume readings within a meter or so of it by approximately 20 Humes when not active. When active, the Hume level rises to astronomical more than 670 Humes levels across all measuring can counters and it is theorized that this effect extends across all known space following this realization. One, more effective containment for SCP 668 was put in place and two, immediate monitoring of all can counters commenced in order to serve as a warning system for the existence of any more anomalies in the same fashion. Finally, take the example of SCP 2000. To facilitate containment, Scranton reality anchors were constructed and deployed. Prior to this, it was not known how or why reality anchors operate. Now, we know both how the anchors work by keeping local reality at a constant 20 Humes and why they work and keeping with the same sand metaphor. It works like this. They drain sand from different non-essential universes to keep the supply of sand in ours steady. It's nothing like that, but the metaphor roughly holds. Question. Last but certainly not least, who are you to? Answer. Doctors James Coleman and Carlos Ruzewski. Questions. Confusion. Accusations. Come to FAQ 2, the electric boogaloo where all your humiliated questions will be answered. End of file. To learn more about the SCP Foundation, subscribe to SCP Orientation Today and turn the notification bell on so you don't miss any of our videos.


Ventiökapitollinen metode on käyttänyt vuodellisesti ventiökapitollista. Toisaalta, kun tämä metode on käyttänyt ja miten, pitäisi yhdistää, mitä ventiökapitollista on. Täällä on kaksi erilaisuudessa investoja, jotka voivat käyttää tämä teknikin. Olemme Ventiökapitollista ja Ventiö-investoja. Tällä kertaa investoja maailmattomia, joilla haluaa tekemään tekemään tekemään. Voi on, että investoja tekevät pieniä, mutta se on maailmattomia, koska yhä tekevät pieniä, kontaktia ja tietoa ja muita asioita, jota voivat ottaa ja takaisin. Ventiökapitollista voivat myös osata enemmän fundioita ja tekemään tekemään. Ventiökapitollista ja ventiökapitollista voivat osata, että ventiökapitollista on välttämättä, jota on tietysti, että ne ovat tehneet vitiä ja vesiä, ja sitten he voivat ajata, että he voivat ajata, että he voivat ajata, että he voivat ajata, Or they simply want to invest their money to get profit for their existing wealth. Venture capitalists, on the other hand, are professional investors. They typically don't invest their own money, but instead they collect a fund from other wealthy individuals' organisations, and then they invest from that fund. The venture capitalists typically has a planned expiration date when the fund returns the money to the owners. Jos haluaa tämän aktiivien 7 vuoksi, niin se tarkoittaa, että jos on investerit, investerit investerit investerit keskustelua 1 vuoksi, niin se pitäisi yksi vuosien 7 vuoksi, jotta he voivat tietysti ottaa monia. Engelä-investerit ympäristöä investerit smaller amounts than venturer-kapitalist. Venturer-kapitalist voivat investerit substanssia amounts through syndication, when different venturer-kapitalists join forces, and for example invest in a second or third round when the size of the investment can be tens or hundreds of millions of euros or dollars. Let's take a look at how these kinds of investors value entrepreneur companies. The important things in valuations are the due diligence. So when an investor, a venturer-kapitalist or an angel investor decides to do an investment, they will do this process of due diligence where the companies are analyzed in detail and the valuation is developed. It involves also considering all kinds of possible risks. So you look at founders, you look at legal aspects, markets, finances, what kind of people there are, and importantly, you look at the exit strategy. So a venturer-kapitalist eventually needs to sell their shares and they need to do that with high profits at least for some of their investments. The reason for that is that the companies or individuals we invested in the venturer-kapitalist capital fund want to get their money back with interest at some point. So the exit strategy is something that we need to consider in venture-kapital financing. The idea of an exit is also important in the venture-kapital valuation method. The venture-kapital valuation could look like that. So most people know venture-kapitalist from the show Sharks Tank or Lions Den or Dragons Den depending on which country you happen to live in and in this show these angel investors propose investments to entrepreneurs who pitch their ideas and they talk about valuation, pre-money valuation, post-money valuation and that kind of things. Where do these numbers come from? What is pre-money valuation and what are these post-money valuations? When we look at the valuation of a company this is for Johan Iratikainen slide the idea of a company value that it's enterprise value which is the value of the assets, value of the business and so on and then it's cash and equivalence. When we have a large company buying a smaller company they typically look at value adding this enterprise value here and then they just take the cash to themselves. With venture-kapital funding it's a bit different because venture capitalists typically inject money into the investment. They don't take money from the investment target like larger companies would do but they give money to the investment target to help that to grow. When we look at venture capital funding and venture capital valuation we need to look at this thing. A share gives you ownership of this full thing the enterprise value and also the cash. If you have one share and then one out of one hundred then there is money in the bank one hundred of that money is yours. So share gives you ownership of the money. And this is the pre-money values. When a venture capitalists invest into the company they typically don't give the money to the owners instead it's issued as new stock and the money that they invest goes into the target company. So when venture capitalists invests there is more money in the company. So we have new investment here and this new investment this new money that the venture capitalists gave is part of the post-money valuation. So the difference between the pre-money valuation and post-money valuation is the amount of money that the venture capitalists invested in the company. We need the pre-money valuation and the post-money valuation both when we calculate valuations for the venture capital finance. How a venture capital method works is that you basically start by estimating the exit value the XE here. So how much money what would be the valuation of the company if everything goes well and the company is able to sell itself to a larger company in the same industry or able to do an IPO. So we need to determine the exit value. Then we discount the exit value to the current time. So the venture capitalists method does not really take into account what happens between the investment and the exit because that's considered to be unimportant the company will not do issue dividends anyway because they want to invest all the money that they get into growing to get the exit value as high as possible. So the company does not really produce any value to their investor directly before the exit. So the exit is the time where the venture capitalist realizes the profit. Then pre-money valuation is simply the post-money valuation calculated from the exit value by discounting minus the investment and if you want to know how much share you will get then you can divide the investment by the post-money valuation. So that's where the 10% comes from pre-money valuation and post-money valuation and the amount of investment. The exit value is typically calculated based on IPO value. So if the company will be stock listed the venture capitalist will do an estimate of how much the value of that company would be on the stock markets. How much the trade save value would be. So if we sell a small software company to Google or Microsoft how much would Google or Microsoft pay for it. And then we can also apply terminal value discounted cash flow method and this would be the scenario where it's not clear who would buy the company but perhaps the current owners will buy out the venture capitalist. But these three techniques are being applied to calculate the terminal or the exit value in the venture capitalist values. Venture capitalist require a large profit. So the rate of return must be substantially higher than 10 or 15% that a normal investor would get. The reason for that is that venture capitalist investments are high risk. So venture capitalist thinks that if everything goes well maybe one out of ten of their portfolio companies is a big success. And they aim for getting their money back tenfold for example five years. So if you have the equation for tenfold increase and you calculate how much the value of the company would need to increase every year to produce a tenfold increase in five years you can calculate the raw here and it's gonna be 0.58. So you need to have almost 60% return rate for every year and you can't use that return rate. The reason for this high rates are that most venture capital funded companies fail and those failed companies are considered worthless for the venture capitalist. Only those companies that actually successfully exit make the money for the venture capitalist and other ex in the basket are just not valuable at all because the venture capitalist can't sell them for a good profit. Summary of the venture capital method. So the idea of venture capital method is that you estimate the exit value there are different techniques for doing so you discount the current value discount to current value to get post money valuation you subtract the investment to get pre money valuation and this technique makes a couple of assumptions. First no dividends before exit and that's because all the money that this comes in needs to be invested to growth and failed company's value is at zero. Sometimes this technique is used with different scenarios. So you might calculate a scenario quick win where there is an early exit with 20 million euros a bit later exit with 80 million euros and an exit that is longer than the venture capitalist would like to have for 40 million euros or dollars. Then we calculate the probability of these different scenarios and we weight the different probabilities we take the weighted sum where we have our expected value this is the post money valuation. If there is a flop the company can't be sold its value is going to be zero and these model estimates that complete failure to be a 50% probability. So this is the venture capitalist method in a nutshell you estimate the exit value you discounted the current value and that gives the post money valuation you subtract the investment that gives the pre money value.


So, years ago, there were checkpoints. You would be driving down the road and the police would stop each car as they went by. They don't really exist anymore. But if you find yourself being pulled over and investigated for driving under the influence, you have the right to refuse anything. You may have to be polite, you may need to cooperate in terms of getting out of your car and at least giving your name and general information, but from there, you do not have to incriminate yourself. You don't have to let them look at your eyes. You don't have to do field sobriety exercises and you do not have to provide a breath sample. If you find yourself being pulled over for driving under the influence charge, contact our office right away. And if this video is important to you or a friend you know, please share. Carlson Meisner, Hardin Hazlet, protecting your rights since 1971.


Meanwhile, the River State's governor, similar to Fubara, has criticized the federal government for a world order contract for the protection of crude oil pipelines to one man. Fubara spoke when a federal government delegation on the security of oil and gas assets led by the National Security Advisor, Nuhuru Bado, visited him at the government house in Port Harcots, the state capital. In August 2022, the group chief executive officer of the Nigerian National Petroleum Company Limited, Melikari, had justified the government decision to award a multi-billionaire pipeline surveillance contract to Tantita Security Service led by former militants leader Government Ekwemulaw, also known as Tompoulu. The governor, who decried the negligence of the state by the federal government, called on the delegation to ensure that the outcome of their task will be beneficial to both the federal and state governments. The security of pipeline and all those stuff should not be given to one man or one person to say, look, we are going to handle somebody from Calabari to come and control what is happening in Obwebeba. It's not possible now. Somebody from Obwebeba to come and control what is happening in Ogoni. You cannot understand that. There's no way to walk. We need to come down, look at it in such a way that we bring in all these communities, their heads or whatever you want to call them. Those people you're dealing with in this other end but look for the uncalled people that can really talk to them, people that can influence the, you already know how to mention it. Once we're able to catch them and make them part of the process, there's no two ways about it. It will on its own just go down. As you see us here, this is the entire federal network. Strategic individuals and offices are here, assembled, ministers, NMPC, the Presidency, the military. We are all here. This is a clear demonstration of a commitment and a belief that indeed time has come for us. To more or less say like what the minister of the office is now, open a new chapter. We believe that it is time to do the right thing and we are going to do it.


Welcome to Think Tech on Spectrum OC16, Hawaii's weekly newscast on things that matter to tech and to Hawaii. I'm Lise Anderson. And I'm Helen Dora Hayden. In our show this time, we'll visit Nelha, the Natural Energy Laboratory of Hawaii Authority at Keahole Point near Kona on Hawaii Island. We'll watch a business plan competition, we'll talk to Neil Sims, a leader in aquaculture, we'll meet with Greg Barber, the executive director of Nelha, and we'll make friends with some friendly octopi. You probably want to know what Nelha is. Well, the first thing is that Nelha stands for the Natural Energy Laboratory of Hawaii Authority, a state tech, aquaculture, and energy park of about 900 acres, along the ocean at Keahole Point. It's an attached agency under the State Department of Business, Economic Development, and Tourism, D-Bed, and was established in the 1980s under Governor George Arioshi. Nelha's mission is to support the development and diversification of Hawaii's economy. Hawaii providing space, facilities, and natural resources, including deep sea water and solar energy, so plentiful at Kona, for ocean and energy-related research, education, and commercial activities. When we arrived from Kona Airport, which is five minutes south of Nelha, we found ourselves in a beautiful new building Nelha has built, and in the middle of an impressive business plan competition. This is Jim Wyban, he's in charge of everything. He put this together a couple of years ago. He's one of the first Syria entrepreneurs at Nelha, made his fortune here, and he wanted to give back the community, so he's doing this out of his own heart. I'm here to try to promote an entrepreneurial ecosystem on the Big Island, where the entrepreneurs have a network of folks that can help them out, advise them, mentor them, invest in them, and that's what we're trying to create. We're doing this on both sides of the island, and we really see huge potential for the Big Island to develop all these entrepreneurial businesses, and we just want to connect people together. So the next step in the process is the pulping. This is the pulper that we use right now. It's basically a hand crank loaded in the top. Not very efficient, but I've gotten pretty fast on it. This is what we're looking at, implementing our vertical integration. It'll save a lot of time and way more efficient. At this point, the cherry gets taken off by pretty much like a cheese grater, and shot into a bucket, and then you have the bean covered in the muesli, which is that slimy substance that you ever opened up a cherry for. My name is Noah Eads, and I was born and raised on the Big Island of Hawaii, and I've been fascinated with mushrooms my whole life. I believe that mushrooms can help save the world. About six years ago, I read a book by Paul Stamets called Mycelium Running, and I had to reassess everything I knew and thought I knew about mushrooms. A lot of people are pretty confused when I bring up mushrooms, so I want to share some facts. Mushrooms were the first living organisms to come off of land, or come onto land, and use oxalic acids to start breaking down rocks, and allowing plants to come on the land and use those available nutrients. About 65 million years ago, there was an asteroid impact, and it jettisoned a bunch of debris into the atmosphere, and the earth was dark, and mushrooms inherited the earth. My dad, I would like to compare him to these guys, because I feel he's someone of an accidental inventor. He created something called Island Crete. The samples that's going on right now is actually concrete that I make, and it's a La Hala print. And so you're not going to see that any other place, because I'm the only guy that makes this, and there's quite a big process to do this type of print. And so how did we get from this to tiny homes? Well, like Corey said, we're looking for a house, we're looking to see, you know, to own a home. On this island, especially, you have some affordable places, but still the labor, excuse me, the income to the affordability of a house is a big discrepancy. Green coconuts in the shell, I've been marketing to resorts for two years up and down along the Kona coast, and we sell them in the green raw for $7 per coconut, and I sell over 200 a week. We are so excited to be the forefront of the coconut industry here in Hawaii. At present, there is no commercial coconut farming or production, and it is the most incredible opportunity here. I think so many people haven't realized the potential that coconut production will have here in Hawaii. Coal farms is a 150-acre restorative farm in Ninole, Hawaii. We specialize in native reforestation, invasive species production, and hardwood salvage. We've been in business for three years, and we're profitable. Our mission is this. Through restorative forestry, we will propagate endemic low-elevation coalforists and reduce invasive plants and trees in an economically stable model. That last part is the key. Reforestation forestry means going beyond the idea of sustainability, as that term doesn't go far enough. Sustainable implies maintaining status quo. Restorative implies and means, of course, that we're improving the land. I want to bring Chef Paul up here to say a little bit about his program, the Kaua Manui. That's Hawaii Community College at the new campus. So at Kaua Manui, the culinary department, next semester we're actually doing a buffet class. So these students are learning by far, experiences their greatest teacher. And I brought Taylor up here. Taylor prepared the ahi dish today. So today I made a local seared ahi dish with a hamakua, ali'i mushroom, and wasabi sauce. Are you all hungry? Yeah! Everybody's ready for lunch. Okay. We took a few minutes to interview Neil Sims, a recognized expert in Hawaii Open Ocean Aquaculture, who's been involved in many aquaculture projects at NELA over the years. I can't say enough good things about Neil. He's been here for, I don't know, several years, and he is, you know, he's, you know, the thing is we have an aquaculture initiative that we want to start. I think we're a great place for global aquaculture. We've had a lot of success. And Neil is one of the global mentors, you know, that's one of the things we have here. We have the facilities at NELA, we can pump the water to people, but we have the mentors. And Neil is one of those key resources for Hawaii, and there's many here, and he's just one of them. So Neil, how much of what Greg said you agree with? Yeah, I agree. Thank you very much. That's very flattering. I think that I would like to think of myself as being a great advocate for the Natural Energy Lab. I have been here now in Kona for 27 years, and I've worked here at the Natural Energy Lab all of that time for various companies. Initially came and worked for a Japanese perloyster company that was chaired by Governor George Ariyoshi and worked for them for two years and then launched out on my own with a business partner that I had met here at the Natural Energy Lab. We founded our own business doing Black Pearls, Incorporated. We worked that business for about eight years here in a number of different stages here at the Natural Energy Lab because it has both the laboratory facilities, but then also the potential to be able to grow outside. We had tanks of oysters and algae outside, but then we also have the laboratory facilities and the hatchery inside under more controlled conditions. The whole breadth of the facilities that are here that you can start with, the original Black Pearls Inc. facility that we had was in their old wet lab building here where Dale and I, we had started this company with $4,800. That was the only spare change that we had that we could pull together for this company. We started out just renting a 10 foot by 10 foot square corner of the wet lab that had one sink and one saltwater faucet. We started running aquariums with pearl oysters and the business grew from there. The pearl oysters were very good to us, but by the end of the 1990s, I'm trained as a fisheries biologist and by the end of the 1990s, I could see that in global food fish production that there was a real looming crisis, that a number of fisheries had been very badly managed. Things such as the North Atlantic cod had, that fishery had crashed in 1992 and people kept waiting for it to come back and it never came back. It still hasn't come back to this day. And after lunch, we also took some time to meet with our host, Greg Barber, Executive Director of NELHA, to get a handle on what NELHA has been doing and what it hopes to do going forward. So basically, we're probably halfway through our life cycle. We're 40 years old, started in 1976, believe it or not, and we're probably halfway through our life cycle. We've probably got about half of the land left to develop. And so to some extent, we're starting to run out of land, which is a bit of a problem. What is the end of the life cycle like? It's full build out of the 900 acres where there's maybe not end of the life cycle, but end of vacant land when it's fully developed. But certainly those businesses will be going on and on and on. But the amount of build out will plateau in terms of development, I think. There's only so much density that there can be at 900 acres. So that's the concept. And then so in the past, when we started with OTEC, and then OTEC failed for various reasons, mainly because the price of oil went down into the teens, right? And nobody wanted to invest in that technology any longer. And so we had this infrastructure. The state has invested over $100 million here. It's the biggest economic development project in the state. Nobody really talks about that. I think CoqAqO is bigger because the amount of CIP money into CoqAqO is probably $200 million. Of course, the convention center is $300 million, but non-terrorism related were probably the biggest, especially alternative economic development, diversified economic development project in the state. And we're marine science and advanced energy. And we're on a neighbor island. A lot of people talk about all legislature, administration, governor are a walk-in centric. But in reality, the biggest economic development project in the state is here in CoqAqO. And it's here because of the natural resources that are here. So we weren't trying to develop OTEC in the 80s and the 90s because of the price of oil was so low. And so we had all these pipeline systems that the state and federal government built. And so we used the secondary water for aquaculture purposes, desalination. We are a hatchery, basically. Land is expensive in Hawaii compared to Asia. Labor is expensive in Hawaii compared to Asia. So the companies here, shrimp root stock, like I said, 60% of the world's shrimp roots are hard to believe, comes from Hawaii. Most of that comes from Nelha, a large majority. Large companies are here, oysters. Large amount of the oysters planted in the Pacific Northwest come from Nelha. The clams planted in the Pacific Northwest and the ocean, they come from here. Kona Kampachi. The hatchery is here on shore. So it's cheaper to grow the shrimp in Asia because land and labor costs are much lower, but the disease is rampant. We're here because of, for biosecurity purposes, we have a huge biosecurity program. It's really important to aquaculture, global aquaculture future. So we, Keith, in charge of that, we were very particular on how we allow new animals to come in here because anybody will take any animals from Nelha because they know there's no diseases here. We have the most pristine water in the world. Maybe not, I guess Galapagos Islands is more pristine, somebody told us from Woods Hole, but we're pretty close and we're very isolated. So it's a perfect biosecurity. We turn the disadvantage of remoteness into an advantage for aquaculture. People before me did that, we didn't do that, but it's amazing how this place has developed over the years. And so we have to focus on biosecurity and that will be very important for us in the future. But so we're marine science orientation, we still want to, and I'll talk about it in a minute, we still want to try to reboot Otec, we've tried twice in the past five years since I've been here. We went out to bid to try to find a private company to develop it. We tried to negotiate with the Japanese government to do a joint venture with them. And now yesterday we just released an RFP, we've switched our strategy I guess a little bit. So we are trying to just offer our facility, our land and our pipeline system, which is by far the biggest in the world, for free to a Otec developer. And we're into a power purchase agreement and by power from that developer. And of course we did our regular walk and talk interviews among the people who were there at Nelha that day. I'm Dr. Rick Navarro, CEO of Renewable Ocean Energy. And you're speaking here today. I sure am, yes. I'll be talking about a new way to produce electricity on the ocean. We just bring the water up off of the ocean, drop it down to some specially constructed hydroelectric turbines and return the water back to the ocean. What our plan is to build a prototype here and a one megawatt power plant here at Nelha next year. Jason Nowecki, one of the judges, how do you like being a judge? I actually think it's quite an honor. I mean $25,000 cash prize is quite a bit of seed money for a small company. I'm actually quite impressed by Chef Paul and his culinary students at Palamanui. The fish is cooked expertly and so is the shrimp. You know a lot of times it's overcooked but this is perfect and the seasoning on everything is superb. Jesse you're one of the judges here and I always envy the judges because they get really to focus in on things and come up with actual suggestions and I noticed that's what this board of judges is doing. It's tough to be a judge sometimes trying to tell and give suggestions to entrepreneurs who are very smart individuals. Nelha is a great spot to have a business plan competition just because of all the interesting businesses here. You've got big island abalone, shrimp improvement systems, you've got a bunch of other algae opportunities here. So this is really a really good home for any type of new type of business and so having a business plan competition here fits great. So how do you like being a judge on this kind of program? Oh I enjoy very much and I thank them for giving the opportunity to be the judge because I see so wonderful ideas very valuable to the community. What do you think of the presenters so far? They are great and they make a lot of good points. They try to look at the market and find the difference, differentiate the products and make good service to the community. Sean tell us what you do and how you like this program. Well it's great. I'm a retired guy and so this came along and I love that the bulk of it is mentoring. Yes I represent the HCD services like Innovate-O-Y and so on but really it's working with startup or merging companies, growing companies. I have a lot of business background so you know I have successes and failures and so on and working with people going through these growth phases to maybe understand what they're doing and how to deal with the problems as they arise and this sort of thing. It's really fun to do.  One tablespoon per day is a serving and that's enough nutrients to provide all the B vitamins and minerals you need for the day. Can I try it? I'm feeling bigger, stronger, better, faster. Mesa and Yoshiyama from Steinbank. We participated this year in the program and I know we've participated in the past. I believe this is a second annual competition. You know what it showcases is the entrepreneurial spirit of the community. You saw a lot of diversity as far as the number of, not only the number of entrants, but who was selected to participate in the second round. Dennis Boyd, Economic Development. Small Business Development Center, Westwide Center. And you're here at Nelha to hear the pitches, why? Well a number of the companies were clients of ours and our office is right here as well. So he sort of fell into it. He sort of fell into it, yeah. And I helped a lot of, we had some workshops before this helping people prepare pitches and how to write a business plan, things like that. Horne Brook, I was pleasantly surprised at the number of mentees that I had here today who went from what I would call a 50% performance to 100% performance. Kelly Moran, and what's your organization? Well my company is Heelow Brokers, but I've also done teaching at UH. I'm a farmer growing mangoes, dragon fruit. Having taught at the College of Business, a lot of my young students were graduating with a business degree and wondering where they were going to work. Where am I going to find my job? What's my career? And I really think the long-term solution to where a lot of these young business graduates go is entrepreneurial startups. The grand and funny high point finale of our visit was when we met and made friends with some very friendly octopi across the street at Nelha. This is the hatchery. This is where we're actually going to be doing trials for paralarval rearing. We were getting egg production. We were getting the females conditioning the females to actually lay eggs pretty easily. They typically come out and they start begging for food once there's people around, so they might start coming up and out. But yeah, typically the same as you'll see on the reef, they're hiding in their caves. Now they do have a tendency to squirt water up in the air, so yeah, you wouldn't want that getting wet. They come up around 11 and 3 p.m. begging for food. Then we feed them and then they go right back in their holes and they don't come out. The more that we can raise here on land, the less we actually have to go and take out in the wild. The paralarval stage. It's that first 30, 60, 90 days after they hatch that they're planktonic free swimming. They're delicate. Sometimes they're cannibalistic and the food they require has to be live and a certain nutrient profile. Reading pretty simple. They're prone to fighting, so I put them into mating buckets. There's some buckets that are on the ground over there with these windows cut out and they have little holes in them. The male actually has a mating arm, which is called the hectic otolus, and he reaches that through the holes in the bucket and reaches the female and transfers a packet of sperm. It's a year and a half lifespan. That's it. So really short lifespan. They grow really, really quickly. When you want to harvest them, it's kind of when their growth rate starts to taper off. You're giving them the same amount of food, but they're not giving you more meat, so to speak. We have them lay their eggs in these tanks. They have to be about a year and a half old to do that. They lay their eggs and then they die of senescence shortly after hatching. We would love to be able to produce them for human consumption. That's the biggest market for octopus. So really there are no hatchery technologies for rearing most sephalopods in an occult resetting. That's really the end game, is to actually start producing them and selling them local. I try not to get too attached to them. I've learned that from the very beginning. Yeah, I think they're amazing. It's terrible when they die. My staff names them. So this one's sticky, I guess. What's up with that? I guess this is why. And there's no danger of what you're doing? No.  All in all, it was a great trip. So many good things are happening at Nelha. It's very important that we have facilities like this and that we nurture and incentivize Hawaii's ocean and energy resources and entrepreneurs. Just as they do at Nelha. There's nothing like the Big Island and there's nothing like Nelha to demonstrate the richness, promise and prospect of Hawaii's natural resources. Want to know more about what's going on at Nelha? Check it out at Nelha.org. And now let's check out our ThinkTech schedule events going forward. ThinkTech broadcasts its talk shows live on the internet from 11 a.m. to 5 p.m. on weekdays. Then we broadcast our earlier shows all night long and on the weekends. And some people listen to them all night long and on the weekends. If you missed a show or if you want to replay or share any of our shows, they're all archived on demand on ThinkTechHawaii.com and YouTube. For our audio stream, go to ThinkTechHawaii.com slash audio. And we post all our shows as podcasts on iTunes. Visit ThinkTechHawaii.com for our weekly calendar and live stream and YouTube links. Or, better yet, sign up on our email list and get our daily email advisories to learn about our upcoming shows. ThinkTech has a high-tech green screen studio at Pioneer Plaza. If you want to see it or be part of our live audience or if you want to participate in our programs, contact shows at ThinkTechHawaii.com. If you want to pose a question or make a comment, call<PHONE_NUMBER> and help us raise public awareness on ThinkTech. Go ahead, give us a thumbs up on YouTube or send us a tweet at ThinkTechHI. We'd like to know how you feel about the issues and events that affect our lives together in these islands. We want to stay in touch with you and we'd like you to stay in touch with us. Let's Think Together! We'll be right back to wrap up this week's edition of ThinkTech. But first, we want to thank our underwriters. The Atherton Family Foundation Castle and Cook Hawaii The Center for Microbial Oceanography Research and Education Collateral Analytics The Cook Foundation The Hawaii Council of Associations of Apartment Owners Hawaii Energy The Hawaii Energy Policy Forum The Hawaii Institute of Geophysics and Planetology Hawaiian Electric Companies The High-Tech Development Corporation Galen Ho of BAE Systems Integrated Security Technologies Kamehameha Schools Dwayne Kurisu Calamon Lee and the Friends of ThinkTech MW Group Limited The Schuyler Family Foundation The Sydney Stern Memorial Trust The Volo Foundation Yuriko J. Tsukimura Okay, Helen, that wraps up this week's edition of ThinkTech. Remember, you can watch ThinkTech on Spectrum OC16 several times every week. Can't get enough of it just like Helen does. For additional times, check out oc16.tv. For lots more ThinkTech videos and for underwriting and sponsorship opportunities on ThinkTech, visit ThinkTechHawaii.com. Be a guest or a host, a producer or an intern, and help us reach and have an impact on Hawaii. Thanks for being part of our ThinkTech family and for supporting our open discussion of tech, energy, diversification and global awareness in Hawaii and, of course, the ongoing search for innovation wherever we can find it. You can watch this show throughout the week and tune in next Sunday evening for our next important weekly episode. I'm Elise Anderson. And I'm Helen Dora Heiden. Aloha everyone!


An arco-capitalism is certainly one of the most controversial political ideologies around, and definitely the most misunderstood in my opinion. It garners a lot of vitriolic hate from the left and the right because with only two words in its name, they're the most divisive political words of all. To brush in a very broad stroke, the right hates anarchy and the left hates capitalism. That's enough to make 90% of the people who hear the name alone stop in their tracks, plan to flag and refuse to try and understand any further. What I'm here to do today is to break down the barriers that people have in trying to understand its principles, methods, interpretations and actual application. What does an arco-capitalism stand for? The man who came up with the whole idea was the heralded economist and philosopher Murray N. Rothbard, and his description was that it was the final conclusion of the non-aggression principle commonly abbreviated to the NAP. The NAP can be explained in a few different ways, but here is how I will put it. Every human is granted by nature itself with a set of natural and inalienable rights. Among those primarily are the rights of life, liberty and private property. The NAP is a stance that any initiation of force, through violence or coercion, an act against those rights without the person's consent is inherently immoral. A robber, for example, who threatens your life and property is in violation of this principle and it is therefore justified for the person on the receiving end of it to take defensive action. The vast majority of all libertarians agree on this principle and an arco-capitalist take it to its logical conclusion. If taxation is the removal of your money without your consent, just as it is with a robber, then the state which exists solely off this method must be inherently immoral. A supermarket that you willingly give your money to in return for food is participating with you in a voluntary transaction and is therefore moral. If you stop paying your taxes, you will be hunted by the government and punished as severely as possible.  An arco-capitalism wishes to abolish those institutions born out of immorality and allow society to function completely off of consensual individual choices and not at the behest of whoever has a monopoly on violence and calls their rules law. When translated from Greek, the word anarchy means without rulers. This does not mean without rules. The owner of any private property holds the right to set the rules of use or otherwise exclude people from its use entirely. This is just as true for you and your car as it is a business owner and their machinery or a homeowner and the land around it. The NAP is a set of rules that all inhabitants of an inarco-capitalist society must abide by or they will face repercussions. There would still be a legal system without a government, just as now there are competing law firms, in this system there would also be competing courts. Now of course this is a complex idea to wrap your head around and it was the last issue that kept me from endorsing an arco-capitalism until I read the book Chaos Theory by the amazing economist Robert Murphy. That book summarises in a few hours the whole concept in a far more succinct way than I ever could in just one YouTube video and you can get a free PDF or audio book of it online from the Mises Institute. For now you'll just have to take my word that the law itself is not exempt from the law of competition and if you really want to know more you should go there. This notion ranges from an individual defending themselves from a robber like the previous analogy to how the anarchist society can defend itself from external threats and the resolution of disputes between people and businesses. Just as all businesses will have their morality held accountable by market competition this is no less true of any institution of arbitration and justice and the insurers of individuals against such violations. So let's talk more about competition in this society. Our proposal is that in today's societies the government does not protect people from the evil wishes of giant megacorporations as is so commonly believed but in fact it's the other way around. The government actively goes out of its way all the time to protect the interests of big business by any means necessary and there's no better time to see this at the time I'm writing in April 2020 in the middle of the Covid-19 pandemic and lockdown. At the first notion of an economic slowdown the government's and central banks of Europe and North America shat one giant collective brick and sent the money printers into overdrive. Through spending bills, quantitative easing, interest rates and liquidity provisions to Wall Street banks, the US government in the space of just over a month pumped roughly $6 trillion new dollars into circulation. Within this there is a section which will give American citizens a universal basic income check. The average amount of money each household will receive from these checks is approximately $3,000. The average sovereign debt acquired per household from all of this is around $60,000. Is it remotely appropriate to say that the government protects the little guy from the big guy when the little guy gets 20 times less help than the big guy in a time of uncertainty? Do you feel safe and provided for when the government cuts off your income and gives your family $3,000 at the same time as handing you a bill for $60,000? The taxpayer is footing the entirety of this absurdity while industries like commercial airlines are being rescued from certain doom from being faced with the prospect of needing to survive on bare minimum operating costs for a few months. Now imagine if these airlines didn't receive this bailout. What manner of horror would we see? Well, if a plane company goes bust, the planes don't magically vanish. The valuable skill sets of pilots, cabin crew and airport personnel don't suddenly just leave their brains. The company will have to sell their assets at a massively discounted price to balance their books to other companies that had the responsible business sense to retain revenue and capital in order to remain solvent in times of hardship. So a bad company goes out of business and a good company benefits, making all of us benefit. This is the economic law of competition. Apply this logic to every single large business who is on the list to receive a bailout because of COVID. If they are on that list, they would not exist without governments. If they would not exist without corporate welfare, they do not represent the ideals of anarcho-capitalism.  Just think of how accountable, fair and sensible they would be. Something else is not a free market and is not an example of what we stand for. Profit is the reward a firm receives for offering consumers a product of better or similar quality at lower or similar prices to their competitors. Every individual in an economy is a consumer. If a firm can exist and profit without doing this, they do not deserve to exist. I will have to make a whole video dedicated to completely debunking the fear that corporations will just take over in the absence of government, or even with a small government. The belief goes against vast swathes of logic of human action and history proves it entirely false. Every single supposed example I've been presented with of a company doing absolutely terrible things leads back to the government. That doesn't excuse the company for it and they should be held accountable, but a government in any form has the complete incentive to not hold them accountable. You will never beat them at their own system. The cards are stacked in their own favour. Now it leads me nicely onto a point about the environment. The environmental damage that we are seeing today is what is called the tragedy of the commons on an unprecedented scale. This is the notion that when nobody truly owns something, nobody has an incentive to maintain it and it will be abused to the point of destruction. Consistent private property rights answer this problem. Milton Friedman used a great example that if a company's pollution dirties your shirt without your consent, your property rights have been violated and you have legitimate grounds to seek restitution. This analogy can be unpacked for eternity so I'll go straight to its conclusion. This will make it far too costly for companies to pollute above a certain level and it would actually be their incentive as profit seekers to advance clean production far more than they currently do. The fines and taxes that governments impose on large polluters pale in regards to the potential liability that they are causing. By substituting individual restitution for a discounted rate from the government, they are in a sense allowing harmful practices to continue mostly unopposed. But of course, like just about everything else, issues of the environment are subject to trade-offs. We could make the world have a net carbon emission of zero or less overnight, but it would mean the death of three and a half billion people and I'm not going to take anybody seriously who will say that is worthwhile. What I know more than anything else is that an unhindered market is inexplicably better at managing trade-offs than an unaccountable monopoly, which is what a government is. And I'm just putting it out there that I'm vegan so if you say that's not doing enough or doesn't consider animals, I will whack that out and ask you what you're doing for animals and the environment. If you're not doing anything or go on a march once a month and wear a pin on your backpack to feel good, you have no leg to stand on with me and now you understand the point of individualism. Now for my final point in this introduction, I'll talk about immigration. The leading writer in this area is Hans Hermann Hopper, or as I like to call him, Triple H. He is a man of absolute intellectual genius whose ideas are unfortunately very often misconstrued and taken out of context. It's safe to say that Triple H is on the conservative side of the Ancap's fear and pictures this society to have strong border control. This would be well within the rights of an individual to do so as the ownership of private property completely morally justifies the exclusion of others at the owner's discretion. As individualist as we are, we do not deny that communities form their own set of standards and agreements. In the way that a homeowner's association is a voluntary agreement with a community of homeowners to behave in a certain way, a community can create such rules in order to participate within them. As Triple H explains, owners of this private property within a given community will have a vested interest in making sure that people who wish to enter are approved to do so under their set of guidelines. This could be how many people are let in, the rate at which they are, their intentions while they're, and so on. This is where Triple H brings up a lot of traditional right-leaning people on board because if they want strong borders or no immigration at all, then our ideals allow them to have this if they so choose. I for one do not see I to I with Triple H on his interpretation of this. My first political video on this channel was justifying open borders as libertarian, but that does not mean I disagree with his interpretation. I question how close these systems can come to being a state, and if you need to have a manner of licenses and enforcers in order to participate in other voluntary actions, well that just doesn't sit right with me. That being said, I would simply choose to just live in a more open community with a different set of ideals and norms rather than disputing the legitimacy of them imposing their rules because truthfully there is no dispute to be had. The last big part to end on is the issue of money. Here we go back to the Austrian Economic School and their appraisal of a system of free banking, where competing banks issue their own currencies to be used. What's interesting about this argument is that it is completely as applicable with or without a government. But banks are what many people fear about the private sector and lots of classical liberal writers voice their skepticism and worry about them. Little did they know that after their writings, many examples of free banking would form and prove to be very successful. This is the part of ANCAP theory that has indeed been tried. The best known examples are Scotland and Switzerland, where at various points in time, these developed countries did not have a central bank to issue a national currency and in fact the result was that the economies that they took place in were found to in fact be more stable than the ones around them. This is historical proof that government issuance of money and credits through a monopoly does not stabilise economies as the proponents will tell you, but in fact causes the booms and busts that we currently witness. Such booms and busts are feared as an inevitable part of market economies and that without a government, clearly they would be unbelievably drastic. But this does not stand up to any scrutiny of both praxeology or history. So that will wrap up my first introduction to anarcho-capitalism. It's a topic that has been written on and developed for decades, so don't be under any sort of illusion that I've covered all of it. If the content of this video garners a lot of criticism or many points are made that I didn't address here, I'll likely do a follow up. But if you appreciate this, then please go ahead and like the video and subscribe to the channel, as that is much appreciated. Take it easy.


Story 8. A Dinner at the Louvre The real name of this renowned West End restaurant is not the Louvre. I have christened it so, because the title seems to me to suit it very nicely and because a certain disguise is essential. The proprietors of Louvre, it belongs to an esteemed firm of caterers, would decidedly object to the coupling of the name of their principal establishment, with an affair so curious and disconcerting as that which I am about to relate. And their objection would be perfectly justifiable. Nevertheless, the following story is a true one, and the details of it are familiar to at least half a dozen persons whose business it is, for one reason or another, to keep an eye upon that world of crime and pleasure, which is bounded on the east by both street and on the left by Hyde Park Corner. It was on an evening in the last week in May that I asked Rosie Martin to dine with me at the Louvre. I selected the Louvre while knowing that from some mysterious cause all popular actresses prefer the Louvre to other restaurants, although the quality of the food there is not always impeccable. I am not in the habit of inviting the favourites of the stage to dinner, especially favourites who enjoy a salary of seventy-five pounds a week, as Rosie Martin did and does. But in the present case I had a particular object in view. Rosie Martin was taking the chief feminine role in my new light comedy, then in active rehearsal at the Alcazar Theatre in Shasbury Avenue. We had almost quarreled over her interpretation of the big scene in the second act, which differed materially from my own idea of how the scene ought to go. Diplomacy was necessary. I prided myself on my powers as a diplomatist. I knew that if I could chat with Miss Rosie in the privacy of a table for two at a public restaurant, there is no privacy more discreet, I could convert her to my opinions on that second act. Have you engaged a table upstairs? was her first inquiry, as with the assistance of a stout and gorgeous official, I helped her to alight from her broam at the Portico of the House. She looked lovely and half the street was envying me, but unfortunately Rosie's looks have nothing to do with the tale. Let me therefore dismiss them as a dangerous topic. No, I said, but I expect there'll be plenty of room. Plenty of room, she exclaimed, with a charming scorn and a glance which said, This young man really has a great deal to learn about the art of entertaining ladies at the Louvre. I admit that I add. Oh yes, I insisted with bravado plenty. Ask the booking clerk she commanded, and with all her inimitable grace, she sank like a fatigued silt into one of the easy chairs that furnished the entrance hall and drew her cloak round her shoulders. The booking clerk in a faultless evening dress with a formidable silver chain encircling his neck stood at the foot of the grand staircase which was very grand. The booking clerk politely but coldly informed me that he had not a table upstairs. He said that every table had been booked since a quarter to seven. Well, I suppose we must be content with downstairs, but I much prefer the balcony, said Rosie when I told her, and Rosie was obviously cross. My dinner was beginning ominously. I returned to the booking clerk, who was then good enough to tell me that he had no table downstairs either.  I assumed an attitude of a marshal decision and ordered one of the pages to get me a handsome. We will dine at the Savoy, I said, very loud. Every official in the neighborhood heard me. Rosie smiled, whether at the prospect of the Savoy, or at my superb indignation. I know not. Just as we were emerging into the street, the booking clerk, his silver chain clinking, touched me on the shoulder. I can let you have a table upstairs now, sir, said he. A party that engaged one has not arrived. I thought they wouldn't let us run away to the Savoy, I remarked to Rosie Sotovoce, and was satisfaction. I had triumphed, and the pretty creature was a witness of my triumph. What name, sir? asked the clerk. John Delph, I replied, his gesture showed that he recognized that name, and this pleased me too. Had not my first farcical comedy run a hundred and sixty-nights at the Alcázar? It was only proper that my reputation should have reached even the clerks and restaurants. Your official recognized Miss Rosie's much photographed face, and we passed up the staircase with considerable ecla. You managed that rather well, said Miss Rosie, dimpling was satisfaction, as we sat down in the balcony of the Grand Hall of the Louvre. The dinner was not beginning so ominously after all. I narrate to these preliminary incidents to show how large a part is played by pure chance in the gravest events of our lives. I ordered the ten-and-six-penny dinner. Who could offer to the unique Rose-Martin a five-chilling or a seven-and-six-penny rapaz, when one at half a guinea was to be obtained? Not I. The meal started with anchovies, which Rosie said she adored. She also adored Nuget, Grand Amont, and other pagan gods. As Rosie put the first bit of anchovy into her adorable mouth, the yellow Hungarian band at the other end of the crowded hall struck up the Raghavsky march, and the whole place was filled with clamor. Why people insist on deafening music as an accompaniment to the business of eating, I cannot imagine. Personally, I like to eat in peace and quietude, but I fear I am an exception. Rosie's eyes sparkled with pleasure at the sound of the band, and I judged the moment opportune to ascertain her wishes on this object of wine. She stated them in her own imperious way, and I signaled to the waiter. Now, I had precisely noticed, or I fancy, I noticed, an extraordinary obsequiousness in this waiter, and obsequiousness surpassing the usual obsequiousness of waiters. I object to it, and my attitude of antagonism naturally served to intensify it. What's the matter with the fellow, I said to Rosie after I had ordered the wine? He's very good-looking, isn't he? was her only reply, as she gazed absently at the floor below us, crowded with elegant diners. And the waiter was indeed somewhat handsome, a light-haired man and, like all the waiters at the Louvre, a foreigner with a deficient knowledge of English. I expect he's lost on his bets today, Rosie added.  Oh, is that it, I said, wondering at the pretty creature's knowledge of the world. And then I began to talk about my play in my best diplomatic manner, inwardly chafing at the interruption of that weird yellow Hungarian orchestra, with which bitter irony had hung over the railings of its stand, a placard bearing the words, by desire. The meal proceeded brilliantly. My diplomacy was a success. The champagne was a success. We arrived at the sorbet, that I see in sweet product, which in these days of enormous drapast, is placed half-way through the meal, in order to renew one's appetite for the second half. Your modern chef is the cruel tyrant of the stomach, and shows no mercy. The fair-haired waiter's hand distinctly trembled as he served the sorbet. I looked at mine for some moments, hesitating whether or not to venture upon it. I am a martyr to indigestion. It's delicious, said Rosie, more delicious than the second act of your partners. Then I must risk it, I replied, and plunge the spoon into the half-frozen greenish mass. As I did so I caught sight of our waiter, who was leaning against the service table at the corner of the balcony. His face was as white as a sheet. I thought he must be ill, and I felt sorry for him. However, I began to swallow the sorbet, and the sorbet was in truth rather joyous. Presently our waiter clutched at the sleeve of another waiter who was passing, and whispered a few words in his ear. The second waiter turned to look at me and replied, Then our waiter almost ran towards our table. Excuse me, sir, he murmured indistinctly, rolling the arm. Are you not, Count of Andernoff? I am not, I replied briefly. He hesitated. His hand wavered towards the sorbet, but he withdrew it and departed. Mon Dieu! I heard him exclaim weakly under his breath. Possibly he's been taking me for an aristocratic compatriot of his own, I said to Rosie, and that explains the obsequiousness. You were wrong about the bedding. I laughed, but I felt ill at ease, and to cover my self-consciousness I went on eating the sorbet very slowly. I must have consumed nearly a third of it when I became conscious of a movement behind me. A mysterious hand shot out and snatched away the sorbet. Sir, I protested looking round. A tall, youngish man in evening dress but wearing his hat stood on my lap. Sir, what in the name of your pardon answered the man in a low hurried voice? I could not guess his nationality. Let me beg you to leave here at once and come with me. I shall do no such thing, I replied. Waiter, call the manager. But our waiter had disappeared. It is a matter of life and death, said the man, to whom? To you. The man removed his hat and looked appealingly at Miss Rosie. Don't let's have a scene in here, said Rosie with her worldly wisdom, and impelled by the utter seriousness of the man we went out. I forgot the bill, and no one presented it. I solemnly asked you to take a little drive with me, said the man, when we had reached the foyer. I have a carriage at the door. Again, why? I demanded. He whispered, you are poisoned. I am saving your life. I rely on your discretion. My spine turned chilly and I glanced at Miss Rosie. I will come with you, she said. In five minutes we had driven to a large house in Golden Square. We were ushered into a lavishly furnished drawing-room, and we sat down. Rosie's lips were set. I admired her demeanor during those moments. The man, who said he was saving my life, poured some liquid from a file into a glass, and handed it to me. Emitics are useless. Drink this. In an hour you will feel the first symptoms of illness. They may be severe, though that is improbable, since you ate only a portion of the stuff. In any event they will not last. Tomorrow you will be perfectly well. Let me advise you to go to bed at once. My carriage is at your service and the service of this lady, he bowed. I drank the antidote. Thanks for all these surprises, I said coldly, but does it not occur to you that some explanation is due to me? He pondered a minute. I will explain, he replied. It is your right. I will explain in two words. You have heard of Count Bandanoff, attached to the Russian Embassy in London. You may have seen in the papers that the Count has been appointed by the Tsar to be the new Governor of Helsingfors, the Finnish capital. I nodded. You are aware, he continued swathly, of the widespread persecutions in Finland, the taking away of the Constitution, the Russianizing of all offices, the censorship of the press. This persecution has given rise to a secret society which I will call the Friends of Finnish Freedom. Its methods are drastic. Count Bandanoff was known to be violently antagonistic to Finnish freedom. He dines often at the Louvre. He had engaged a table for tonight. The waiter in charge of that table was like myself, a member of the society, but unfortunately, rather a raw hand. The Count, quite unexpectedly, did not arrive at the Louvre tonight. The waiter, however, took you for the Count. The sorbet, which I snatched out of your hand, was... Need I say more? Poisoned? Poisoned. The affair was carefully arranged, and only a pure accident could have upset it. That accident occurred. What was it? The Count's coupé was knocked over by an omnibus in Piccadilly two hours ago, and the Count was killed. There was a pause. Then he will never be Governor of Helsingfors, I said. Heaven helps the right, the man answered. You English love freedom. You cannot guess what we in Finland have suffered. Let me repeat that I rely on your discretion. We left Miss Rosie and I, and the kind-hearted girl delivered me safely into the hands of my housekeeper. I was ill, but I soon recovered. A few days later I met Miss Rosie at rehearsal. Did you notice, she said to me, with an odd air, our table was number 13 that night. End of Story 8 End of The Loot of Cities by Arnold Bennett


Men don't know how to be men because women don't know how to be women, and women don't know how to be women because men don't know how to be men. And that can transition into how you perceive people, or can cultural roles, whatever it is, and even in the bedroom.  Dude, you need to live life.  And it took me having to submerge myself in the community and approach all these sets, or whatever it is, or to have these students, or to get enough money to fill up whatever boot camp. It took that in order for me to realize the simplest tools. If you asked me the solutions for life, I'd give you this long, long list of things. But when it comes down to it, it's about waking up in the morning, and it's about being grateful for the things you have, and it's about being humble in the right ways, and being of service, and always being an open book. It's always the simple things, and those are the hardest things for us to learn.


Managing your peers after promotion is a real challenge. This transition from peer to manager is tough for both parties. There will be resentment and resistance from at least one member of the team. There are plenty of people that struggle with change and others that will be upset about friendships changing. It takes time and work to change the perceptions, the behaviour and the relationship dynamics to transition from peer to manager. Knowing positive steps that you can take to make transitioning from peer to manager easier and quicker is super useful and reduces the stress and frustration you feel and gives you a great confidence boost. The seven actions to manage your peers after promotion to make the transitioning easier and quicker are Firstly, promote yourself. Secondly, focus on helping rather than leading the team. Third, book in one-to-one meetings. Fourth, set clear expectations and ground rules. Fifth, empower your people by playing to their strengths. Sixth, tackle resistance head on. Seventh, ask your manager for advice. Managing from a peers takes courage and confidence and don't make this transition from peer to manager any harder or longer than it needs to be. Learn how to manage your peers after promotion and you'll be a lot happier and more confident. And your team will also be a lot happier and more confident. My name is Jess Coles and if you're new here in Hearts.Training shares people management expertise, resources and courses for you to manage your team with integrity and fairness and get outstanding results. I've included links to additional videos and resources in the description below as well as the video timestamps so do take a look at these. And if you like this video, please give it a thumbs up and subscribe. The first action when you start managing form of peers is to promote yourself. Changing your mental approach to your form of peers is super important. You no doubt will have friendships with your form of peers. You will have socialized with them after work and enjoyed the office banter with them as equals. Many newly promoted managers don't want to lose or change these relationships. This is perfectly natural. Promotion to manager requires you to change these relationships if you want to be an effective manager. Create more space in the relationship. Don't go socializing the same way as you did before. Think for yourself as the manager, not the friend. The other key part of promoting yourself is the work you do. Managing others is a completely new role and it takes a different set of skills and a different approach. You will need to make time to learn these skills. Delegate some of your work to your team to free up say 15 to 30% of your time. Try to do the manager role as well as continue to do everything you did while a team member is going to end a disaster or a lot of late nights. When you start managing others, only a small portion of your role will be managing while the rest will remain as team contributor. Be clear in your mind which is which. Push yourself out of your comfort zone and create time to work as a manager.  The second action to manage your peers after promotion is to focus on helping rather than leading the team. This may seem counter-intuitive. I mean surely I've been promoted to lead the team you're probably saying to yourself, yes you have. As a new manager resist the temptation to exercise the power of your position. Leading others is a responsibility and your ability to manage is going to be judged on how the team performs. The team culture, staff turnover, etc. It is all about the team now. The best way to earn the team's respect and trust is to work hard to help the team. Here's some of the things that you should be focused on include firstly setting direction and expectations for the team as a whole and for each individual. More on this in a bit. Second, protecting the team from external pressures so they can work in an efficient, effective and enjoyable way i.e. they're not pulled around all the time by unimportant requests. And third, removing problems and dealing with the issues so team members can hit their targets. And fourth, supporting and developing team members. When it is clear that you are helping the team in your role as manager team members will respect and appreciate you which makes your job of managing a lot easier. The third action to manage your peers after promotion is to book in one-on-one meetings with each team member. Once you've worked out the direction of the team and your manager is happy with how you want to explain this to the team book in one-on-one meetings with each team member individually. Explain the team direction and the why behind the team direction. Explain how you see your role and what you hope to do and achieve to help each team member. Ask them about their concerns and listen to what they tell you. Plan out what is needed to address value concerns and visibly take action. And if team members don't open up to you with their concerns be patient. They may be waiting to see how you help them and the team are waiting to see if you're going to be a micromanaging dictator. Keep asking and keep working on helping the team. These team members holding back will begin to trust you are going to be a good thing for them and start opening up. Use your one-on-one meetings to set the tone and set expectations for each individual. Explain why meeting these expectations are important in terms of the team doing well which in turn means everyone in the team does well career-wise. And I'll suggest that you book in one-on-one meetings each week so you can create a forum for good communication and this also gives you the opportunity to develop, support and coach your team members in private. The fourth action to manage your peers after promotion is to set clear expectations and ground rules. Share the team goals with each individual and the team overall. Even better is to ask the team to help you define the goals and how the team is going to achieve those goals. This creates ownership of the goals throughout the team. Explain what you expect from each person. Creating clear job descriptions and clear formal objectives for each person is a key step in this process. If team members don't know exactly what is expected of them how can they deliver against those expectations? And how are you going to assess their performance objectively without clear goals or objectives? This is a harder part of setting expectations and ground rules for the team is managing your own decisions, actions and behaviors. The team will be keeping a very close eye on all three. If they're aligned to what you tell them, they will do as you ask. If your decisions, actions and behaviors are not aligned the team will follow what you do rather than what you say. So live the rules you set out if you want them to be followed. The fifth action to manage your peers after promotion is to empower your people and play to their strengths. As an ex-peer you are in a brilliant position to know and understand your team member's strengths. A big advantage over an external hire for example. A big fear of most employees is having a controlling micromanaging boss. This type of boss reduces the team members to only doing tasks in and not far off being a robot which understandably is not appealing to many. Empowering your team members requires confidence, trust and your ability to change how you exercise control. Control the problems your team members are working on. Control the broad parameters that they actually need to work within. Empower your team members by letting them make decisions to solve problems by themselves by giving them responsibility and by holding them accountable to deliver. Empower your team members by focusing on how best to help each individual do an amazing job by getting resources in place at the right time by removing roadblocks and problems and by reducing distractions. Delegate work carefully to each team member. Do your best to delegate to those with the best skill sets and experience for each task. And delegate to provide great learning and growth opportunities with the right level of support for each person and task. Play to team member strengths and the team overall be happier and a lot more productive. The sixth action to manage your peers after promotion is to tackle resistance head on. You will encounter resistance and push back from at least one team member. It might be overt such as publicly disagreeing with team direction, goals or your requests. Or it might be more subtle such as missing deadlines, doing poor quality work, gossiping and putting you down behind your back. If other team members applied for the management position they'll be disappointed they didn't get it instead of you. Tackle resistance head on in your one-on-one meetings with the team member, state the issues you are seeing and ask them what should be done about them. An example of starting this conversation might include I've noted that you have some strong objections to the goals the team has agreed on. I was not really sure why you're objecting. Can we discuss this in more detail now? You might listen to their reply and then ask if appropriate something like this. I feel that it is me as manager that you are objecting to rather than the goals. Please can we discuss your concerns and I'll do what I can to address them. Seek to understand what the problems or issues are that the other person has with you. Be patient, yet they don't tell you initially. Keep bringing up the issues. Talking through the issues with the other person massively increases the chances of solving the issues compared to ignoring them as a manager. The seventh action to manage your peers after promotion is to ask your manager for advice. Your manager is there to help you adjust so you can become an effective manager as quickly as possible. This is in their interest as much as yours. Try to overcome any challenges on your own first. If you are struggling then it is a sensible to go and ask for help. I appreciate that in some cultures asking for help can give the impression that you are not coping. Your manager will figure out there are issues eventually. It is so much better to be proactive in dealing with them. Get advice and coaching so that you can overcome the challenges quicker and more easily. You don't want issues to get bad enough that your manager feels they need to step in on your behalf which will not help you with your team. Don't be afraid to ask for help. When you've just been promoted asking for help and advice is expected. Make the most of this window to gain the most experience you can and overcome any challenges you are facing. In summary, being promoted to a management position is very exciting and equally daunting. When you have to manage your peers after promotion promoting yourself and changing the relationships you have with the team members is usually the biggest challenge of leading your former peers. Make this transition from peer to manager as quick and painless as possible by following the actions we've discussed today. As a recap the actions for how to manage your former peers are Firstly, promote yourself. Secondly, focus on helping rather than leading the team. Third, book in one-on-one meetings. Fourth, set clear expectations and ground rules. Fifth, empower your people by playing to their strengths. Sixth, tackle resistance head on. And seventh, ask your manager for advice. If you have any questions on the seven actions to manage your peers after promotion please leave them in the comment section below and I'll get back to you. Don't forget to take a look at the additional videos and resources available in the description below. Thanks very much for watching and I look forward to speaking to you again soon.


Intimate partner violence, IPV, is a serious issue in India where many women face abuse from their partners. Low levels of education and lack of financial independence can make women more vulnerable to violence. In addition, women who are marginalized, least resourced or disabled are at higher risk of suffering violence. Primary care physicians play a key role in identifying and addressing these issues, as well as working with community members and self-help groups to prevent further incidents.


Physical inactivity has been called the biggest public health problem of the 21st century. Of course, just because someone calls it that doesn't mean it's true. In fact, physical inactivity ranks down at number 5 in terms of risk factors for death, and number 6 in terms of risk factors for disability. Diet is by far our greatest killer, followed by smoking. But still, there is irrefutable evidence of the effectiveness of regular physical activity in the prevention of several chronic diseases, cardiovascular disease, diabetes, cancer, hypertension, obesity, depression, and osteoporosis, as well as premature death, adding an additional one or two years onto our lifespan, helping to add years to our life, and above all, life to our years. It truly may be survival of the fittest. How much do we need to exercise? In general, the answer is the more the better. Currently, most health and fitness organizations advocate a minimum of 1,000 calories burned of exercise a week, which is like walking an hour a day, five days a week. But seven days a week may be even better in terms of extending one's lifespan. Moderate intensity can be practically defined by the talk-but-not-sing test, where you can still carry on a conversation, but would feel breathless if trying to sing. Exercise is so important that not walking an hour a day is considered a high-risk behavior alongside smoking, XX drinking, and being obese. Having any one of these effectively ages us three to five years in terms of risk of dying prematurely. Though interestingly, those that ate green vegetables on a daily basis did not appear to have that same bump in risk. But even if broccoli-eating couch potatoes do live as long as walkers, there are a multitude of ancillary health benefits to physical activity. So much so that doctors are encouraged to prescribe it, to signal to the patient that exercise is medicine. In fact, powerful medicine. Researchers at London School, Harvard, and Stanford compared exercise to drug interventions and found that exercise often worked just as well as drugs for the treatment of heart disease and stroke, the prevention of diabetes. Of course, there's not a lot of money to fund exercise studies, so one option would be to require drug companies to compare any new drug to exercise. In cases where drug options provide only modest benefit, patients deserve to understand the relative impact that physical activity might have on their condition. We could throw diet into the mix, too. Yes, the FDA could tell drug companies, your new drug beats out placebo, but does it work as well as kale?


3D scanning and advanced manufacturing are being investigated as a cheaper and more personalized method of fabricating reconstructive treatments for patients with congenital facial anomalies, such as microtea. The study found that the iPhone can accurately 3D scan the ear using between 30 to 60 photographs, with shorter processing time compared to traditional approaches. This article was authored by Maureen T. Ross, Weena Cruz, Trent L. Brooks Richards, and others.


As European Union Ambassador to the United Nations here in New York, it is my duty but also my honor to defend and promote human rights every day. I do it on the basis of my personal experience. I lived for 17 years under a dictatorship, a police state, where freedom and democracy were denied to me, to my family, to the entire people of my country. But I'm also inspired by what the European Union and the United Nations have in common, values, the fundamental values of human rights. And this inspiration, both personal and institutional, drives me every day. That's why I will always be standing for your rights, even when I disagree with you. I will take action. I will use my voice. I will stand up. I will stand up, because when anyone's rights are denied, everyone's rights are undermined. That's why I stand up for human rights. I will take action. I will use my voice here in New York, here in the United Nations, and elsewhere to promote and defend human rights.