All right. Good morning everyone. Welcome to a new day. Let's begin this time with a word of prayer. So I request any one of us to please lead in prayer. John, if you don't mind, can you lead please? Let's pray. Heavenly Father, we want to thank you for this time, this opportunity that you have given us to come together. Heavenly Father, we pray that as we continue to learn regarding small groups, discipleship, we pray all that you would lead us, you would speak to us, you would minister to us and help us to understand the desires of your heart and help us to live this life according to your perfect will, God. And we submit all of us into mighty hands. In Jesus' name we pray. Amen. Amen. All right. Thank you, John. So last class, we looked at chapter 17, developing the leader in you. And we looked at four important areas of leadership, meaning four important areas of growth when it comes to leadership. One was competence, confidence, compassion and collaboration. Right. So we look at different aspects in these four points. And we also looked at five levels of leadership, right? Position, permission, production, people development and personhood. Right. So we'll move on to chapter 18. And chapter 18, we're going to be talking about developing the ability to minister the word and the spirit. Now, when it comes to leadership and ministry, one very important area is the ability to develop the ability to minister the word of God in accuracy. In simplicity and also depending on the Holy Spirit. Right. So this is very important. And we talked about it, right? We talked about how we need to grow in our skills. And one important skill is the ability to minister the word. Right. So we have the word. We have a lot of content, a lot of material in the word. But how can you and I as leaders develop the ability to minister the word of God? In the right way and depend on the Holy Spirit. So we're going to look at a few aspects here. First one, ability to teach the word. Second Timothy 2 and verse 15. Study to show thyself's approved unto God a workman that needed not to be ashamed. Rightly dividing the word of truth. So what is Paul saying to Timothy? In 2 Timothy, this is his last episode to the church in Ephesus. And he's writing the last letter to Timothy. He knows he's not going to see Timothy again. And he says to Timothy, Timothy, show yourself approved to God. Right. By the works that you're doing that nobody should be ashamed of it. By rightly dividing the word of truth. What does it mean to rightly divide the word of truth? It only means to be able to interpret the word in the right way. Interpret through the leading anointing of the Holy Spirit. And minister that same word. In a way that will not bring shame. Right. So as leaders, very important. We must develop the ability to teach the word of God. And here's the interesting part. The encouraging part for us is that all of us have the same Bible. The same number of books. But it's up to us to get into it. And to understand and to learn. And in the time and season that we are living in now, we have so much of material. We have, you know, commentaries. We have expository Bibles. We have so much available online. Right. Pulling in historical facts, geographical facts, so much. Right. And so as a leader, the develop the ability to teach the word of God. Right. Divide the word of God in the right way. Right. And you would have learned more in hermeneutics. Right. How to, how do I understand scripture and context to the time, the place and the season that they are in. Second, there would be 224 and 26. And the servant of the Lord must not strive, but be gentle unto all men. Not to teach patient in meekness, instructing those that oppose themselves. If God per adventure will give them repentance to the acknowledging of the truth and that they may recover themselves out of the snare of the devil who are taken captive by him at his will. So Paul again is saying to Timothy and the servant of God must not strive, but be gentle. So even as we are ministering the word of God, yes, there are times we will be stern. The word of God also instructs us, exhausts us, corrects us. And so even as we receive, we come into that mode of, okay, God, I'm a student of the word of God. Right. We may be 20 years, 30 years, 40 years with the same Bible. And I'm sure you've heard of the saying, right? It's just a drop in the ocean. And we may know so much from the Bible, but it's still just a drop in the ocean. Why? Because the word of God is unlimited. God can take a scripture and bring out a whole new understanding. Right. So you always open your Bible. You spend time in God's Word being a student. You say, okay, God, I'm going to read. And I pray the Holy Spirit will teach and minister to me. Two is the baptism of the Holy Spirit. Know how to teach someone about the baptism of the Holy Spirit. Know how to pray for someone to receive the gifts of the Holy Spirit. Now as a leader, right, eventually people will come up to you and talk to you and ask you, hey, you know, I don't understand what the Holy Spirit is. I don't understand what is this about the indwelling presence of the Holy Spirit, the baptism of the Holy Spirit, gifts of the Holy Spirit. I don't understand all of this. Right. So we must understand that people are coming from different spheres, different levels of maturity. And so as a leader, we must develop the ability to teach the baptism of the Holy Spirit. How can we do that? Everything is available. Go to the Book of Acts. And you see the, you know, you see there in the Book of Acts chapter two, when there was the outpouring of the Holy Spirit, what happened? They were baptized in the Holy Spirit. They began to speak in tongues. And so you can minister to them. See, this is what happens. The same people who are fearful, the disciples who are fearful are now bold and strong and they're able to minister, you know, through the baptism of the Holy Spirit. Right. And know how to pray for some people, to pray for people to receive the gift of the Holy Spirit. Now, you know, it's not that, okay, I as a leader, I have received the gifts of the Holy Spirit. I know that, okay, I can speak in tongues. I know that there's all the nine gifts that are available for me to use and I can pray and ask the Holy Spirit to use them accordingly. But one ability that we must also learn is to know how to pray and pray for people to receive the gift of the Holy Spirit. Now, we must understand that we are not giving them the gift of the Holy Spirit. It's the Holy Spirit who is giving them the gift. And all we're doing is we are leading them to that place saying, this is what the Holy Spirit can do. This is what the Holy Spirit has for you as a believer. And so it's basically like you're taking them to that place and say, okay, all you need to do is receive from the Holy Spirit now. Right. And very important here is as you do this, don't be discouraged when people don't receive the gifts of the Spirit or don't receive the baptism of the Holy Spirit. Don't be discouraged. Don't say, okay, maybe I'm not called for this now. Remember, the gifts are given by God. It is God who baptizes. It's not us. We are just vessels that God is using. Right. So keep doing it. I can share many, many, many, many, maybe hundreds of times that I've prayed for people. Some of them have received the baptism of the Holy Spirit. Some of them haven't. But that should not stop us because we are not the ones who are doing it. It's the Holy Spirit. Three, ministering, healing, very important as a leader. Now, people will come up to you and say, hey, I'm going through this sickness. So as a leader, you must develop the ability to minister healing. Again, we are not the healers. God is the healer. But here are a few pointers that we can keep in mind as we are ministering healing. One, know that it is God's will to heal every sick person. Right. Every person in this world, it doesn't matter who they are. They can be believers. They can be even unbelievers. Right. They can be healed. Remember the story where Jesus is sitting with his disciples and the Canaanite woman comes and says, can you please pray for my daughter because she's possessed and even possessed. What happens? Jesus says, hey, I can't take the bread and throw it to the pigs. And she replies, but Master even, no, throw it to the dogs. I think I forget the whole thing. But she said, even the dogs eat the crumbs that has fallen off the table. Oh, Jesus said, oh, you are of great faith. So is, so go ahead and receive your healing. So Jesus didn't say, hey, you are not in covenant. Come back and be healed. Go, believe, do the offerings and come back and be healed. He did that to the Samaritan woman. He did that to the Centurion. They were all Gentiles. You don't believe in Abraham. They were not part of the covenant. But here we see that. What do we understand from that? It is God's will. So as a leader, if a person from another faith comes to you and says, this is my problem, and this is the sickness that I have. Don't, number one thing, don't tell them, you know, it's because you've opened your life to this. You've opened your life to that. The devil has come through this door and that door. No. Remember that it is God's will to heal every sick person. That may be true. That's a fact. Maybe they've opened doors to the enemy. The enemy has come and brought sickness or whatever. But that's, that's not important at that moment. He needs healing and God's will is to heal that person. Okay. So that should be established in our heart. It should be, you know, something that is strong. The person can be almost in his, his or her deathbed. Know that it is God's will to heal. Know the different ways through which God heals. Right. So God can heal through the prayer of faith. God can heal through the anointing of oil, the laying on our hands through handkerchiefs, through the Lord's table. There's so much, right? So you learn on how you can minister that, right? Different ways that God can heal. The Bible says he sent his word and healed our disease. Right. Just by the word of God. Right. So as leaders, remember, there's no set way and we thank Jesus. Thank God that Jesus did not use one set way because we'll be stuck in that one way. And then we thank God, right? We, we, we must understand that different ways where God heals. Know how God, how to teach God's word to build faith for healing. Right. So one of the most common ways to build faith is by God's word. Not just a common way, but the central way. Right. Faith comes by hearing and hearing the word of God. Now faith is a substance of things hoped for, evidence of things not seen. If you believe in your heart and receive it, you will be healed. If you say to this mountain, go through yourself in the sea, believe in your heart. It is possible. What is impossible with God, with man is possible with God. Got all these words, right? You know how to teach people, minister to them. There'll be times you pray for people. They, they may be healed. Praise God. And when there are times they will not be healed. Teach them. Don't tell them, come back next week. Tell them, teach them what the word of God says. Help them to stand on the promises of God. You know, sometimes we don't have to, you know, we tend to spoon feed. Right. Yes, there are times that's the time is there, but there also needs to come a time when they stand on the promises of God. So that we have to teach them. Right. And then know how to minister healing to the sick. Over time, you learn how to minister healing to the sick. Okay. So if they are sick, how can I pray for them? How do I minister to them? Right. Even the right words are important when it comes to healing. Right. So for example, you're ministering to somebody who's sick. You need to speak the right words. Don't just say whatever we feel like saying because it's a very sensitive time. We need to be wise. We need to be, we need to empathize. Right. So knowing what to say as well. Then the same thing operates when we talk about deliverance. Right. Know how the devil operates. The Bible says that the enemy is like a roaring lion trying to devour. Right. The enemy comes but to kill, steal and destroy. The enemy is like a flood. He comes like a flood into our lives. Right. The enemy of foothold lest he take the entire place. So we know the devil. We know how he operates. We know, we must know that this is how, what he does. But remember, we're not focusing on what the devil is doing. We understand his operation and we counter attack through the authority of Christ. Right. We understand. Okay. This is what the devil is doing. But we counter attack. I'll stand on the authority of Christ. I'll stand on the word of God. I will put on the armor of God. I will, I know that the weapons of our warfare are not carnal. They are mighty in God. Then there is plenty of scriptures where we can stand against the devil. Right. Know how to minister deliverance to the oppressed and those who are possessed. Now I'm sure we know the difference between oppressed and possessed. Oppressed is being oppressed with a sickness or a weakness or a disease. It's an oppression. Possessed is something where the devil has taken complete control over your body, mind, soul. And so there's a difference there. Right. So we must understand how to minister to those who are oppressed and those who are possessed. Right. Next one, counseling. Know how to counsel people in the word of God, his will, his ways of God. Now this is a very important aspect. Right. As leaders, people will come up to us and they say, hey, this is what I'm going through in my life. What should I do? Right. Now it's very easy to say whatever we feel like saying. Right. Last week we talked, last class we talked a little bit about experience. Right. We all gain experience. Experience cannot take the place of God's word. I'm going to say that again. Experience cannot be replaced by God's word because God can work in a way that we think, okay, maybe this is how he's going to do it, but no, God can change it. He can try to work in any other way. Right. So it's very important for us, even as we counsel people, go back to the word. See what the word says. Right. See what the Bible says.  Right. So for example, somebody says, hey, I don't think I want to have children. Just an example. Right. So can you tell me as a leader what do you think about it? Now, we need to be wise. You need to know what to speak. We can't say, how can you not have children? That is their wish. Right. That's what the person feels and they may have, you know, 10 other reasons why they don't want to have kids. Now I may be in a place where I've already had kids and I'm enjoying the kids, enjoying living with children. So I can very quickly make an assumption and say, hey, no, you have to have kids because kids are the best. You know, they are wonderful. I can say all of it, but it's not going to help him. What I can do is go back to God's word. Let's go to back to God's word and say, okay, I respect your decision. But can you tell me why do you feel that way? And then we'll begin to talk to them. No, because I don't want to go through this. No, I don't want to go through the whole thing of, you know, raising up kids and now in this world that we are living in, there's so much of uncertainty. Why would I want to do that?   Why does it just be me and my wife are happy. We're married. We're happy together. We pray. We read a Bible and I don't want to take the chance to go back to God's word. Say what the Bible says, children are a blessing from the Lord. So it's not wrong to have children, right? But the decision is yours, right? The Bible says, you know, children will be like all of shoots, right? That means what? You can't stop in the ways of the Lord, right? So you use all these scriptures. You counsel them. You don't make the decision for them. You use God's word and counsel them, right? Now it could be with anything. Somebody may come up to you and say, hey, I want to stop working and join full-time ministry. And now this person's got a wife and two children. What do we tell them? They're asking you. God touched my life and now I want to become full-time ministry. So we need to be wise. So you say, okay, that's good. But have you heard directly from God? Has God given you the right direction? So you counsel them, right? Let them know that, you know. The Bible says that if you're not able to look after your own family, how can you look after the church? The Bible says that, you know, God put Adam and Eve in the garden and he said, you look after the garden. You tend it. So we have to look after our children. We have to look after our family. It's something, it's a responsibility that God has given us and we must do it. Then say, I'm serving God, so God will look after my children. Oh, God will protect our children. God's presence is always there with us. But God has also given us the wisdom to make the right decisions. So, like this, there would be plenty of scenarios. And we must know how to counsel people in the word. Always go back to the word. See what the word says. And then leave the decision up to them. Right? Okay. Any questions? Any thoughts? Okay. Is that a question? Okay, one minute. Okay. The phenus says, as we are talking about deliverance, I just have a question regarding casting out demons. We see Jesus asking the name of the demon in Mark. And today so many pastors make sure that they ask this question. What is the name of the demon before casting it out? And also how you came into the man and all other questions. Yeah. So when it comes to deliverance, so you're talking, the question is about a person who's possessed. I would say we don't need to ask all of those questions. We don't need to know where, what his name is. We don't need to know where he's coming from. But we want to see the result. Why? Because what will we do getting to know the name? Nothing. What can we do getting to know, you know, how many of them are there? It doesn't matter. Yes, Jesus asked it. But what was the outcome? He said, come out of that man, you unclean spirit. So our focus is, I understand that there are, you know, deliverance ministries which ask who are you, where are you coming from? I would personally say, you know, I've seen a couple of, you know, my own family members in Mumbai who are into deliverance ministry. I've seen the way they do deliverance ministry. And I totally understand, right? But the point is, what is the result? We want to see the result. We want to see the person restored, healed, and delivered from that, you know, from demons. So to answer your question, it's not really necessary. It's not really necessary. Because the Holy Spirit is going to do the work. But then there will be times when God can lead the person to ask certain questions. And if the Lord is leading, then they can do it. So especially when it comes to deliverance ministry, it's a very, very... When you talk about only deliverance ministry, it's a very, very anointed ministry. You need to always be in fasting and prayer. So most likely, you know, the people who are in deliverance ministry have a very high sensitivity to the leading of the spirit. So they know, okay, should I ask this? Should I not ask this? But when the flesh comes in, when you feel that, okay, I'm doing it just for the sake of fun. There's no reward in that. So... But for you and I, we don't really have to ask, you know, where you came from, what's your name? All we can do is say, in the name of Jesus, get out. Doesn't matter. Okay. Okay, let's get into the next chapter. Developing specific functional skills. Now, as a leader, we have to develop skills. Let's look at a few areas that we can grow in and the skills that will lead to be a successful cell group leader. Like we said, keep learning continuously. Keep, commit to relevant learning and development goals, invest in your time and effort to achieve them. Relevant learning and development goals. Learn. If you're a leader, learn from the Word of God. Get deep into God's Word.  These are some things that we must learn, right? So keep continuously learning. Have certain goals. Develop yourself in the goals, right? Now, all of this takes time, takes effort, takes, you know, takes commitment from us. But when leadership comes, we are called to do it. Because it's Proverbs 1.5. A wise man will hear and will increase learning. And a man of understanding shall attain unto wise counsels. So we look at five simple steps, right? Five simple steps to establish a cycle of continuous learning. So you've got the acronym here for first, right? So let's look at these five simple steps to establish a cycle of learning. Number one, focus on your priorities, right? Identify critical issues. Now, those priorities could be personal priorities. Those priorities could be priorities of the others. Okay, so for example, you've got a cell group. You've got 12 people. You know that somebody is going through a very difficult, critical situation. So you've got to focus your attention on them, right? You focus your type and efforts on them. Focus your priorities on critical issues. So there'll be, for example, now you've got children writing their 10-standard exams.  So the parents may be, you know, getting anxious. Hey, children are not studying. What do we do? So as a leader, you just focus your attention. This is just a season. March, April, final exams. Once they move, once they go through the season, they move on. They go to the next season, right?  Two, implement something every day. Stretch, something, stretch your comfort zone. Implement something every day. Now here it says every day, but what you can also think of is maybe every week or every month or even every quarter, every half year, every year. You can look at it that way, right? So implement something new. Stretch from your comfort zone. If you feel that this is something that I've been doing and you see it, okay, 2023, this is what I did. We had cell groups. It was good. We were able to minister to people. We were able to, you know, grow together in the Lord, build fellowship. That's wonderful. 2024, let's try something new. Let's also, let's do what we're doing, but also stretch our comfort zone. So how do I do that? Okay, can we have, I'm just giving an example, can we have extended time of prayer? So one hour of prayer. I know that everyone can't come together. Can we do it online? No, this is coming out of your comfort zone. You know, you want to come home from work, have a nice tea, relax. Just refresh your mind. Rest. Rest is very important. And it's needed. But there'll be times when God will ask us to stretch from our comfort zone. And it's for our good. So try to implement new things when it comes to, you know, cell groups. Then not only cell groups, but also other areas of your life. Then reflect on what happens. So extract minimum learning from your experiences. And we talked about this, like last week, last class, we talked about experience. God takes us through experience so that we can learn from those experiences. God takes us through season so that we can learn from it. I believe when you look at, you know, Moses and in the book of Exodus, and you get into Joshua, Joshua was, you know, he was so confident that God is with him. Why do you think that happened? Why do you think Joshua is so confident? He says, let the sun stand still until I defeat the enemies. And God listens to him. God listens to Joshua. It makes the sun stand still and he's killing all the Amalekites and everyone. He's just, he's just gaining territory after territory, after territory, just defeating the armies as the leader of the army of the Israelites. Why did he do that? Because he saw, he saw the life of Moses. Now, Moses was not in the army. Moses was more of a ministry side. God, tell me what to do. I'll get it done. Here, it's a different story. Here's Joshua, who, his, his skill was battle. They're using of arms and weapons for battle. And he extracted maximum learning from the experiences. Can you picture Joshua standing there, in front of the Red Sea and he's saying, and he's looking at Joshua, and he's looking at Moses and he's just noticing everything Moses is doing. Moses stretches out that rod and the sea's part of the tool and they're walking on dry land. And he's, then Joshua's maybe just standing there watching. The Moses hit the rock and water is flushing from them.  They wanted to drink water that they completely missed the miracle. Do you think Joshua would have said, hold on, there's nothing in the sky. There's not a cloud. It's dry land here. Moses hit the rock and water is gushing out of it. How can it be? Do you think Joshua would have stopped and thought about that? And the same waters, you know, continuously following them. Joshua, after Joshua would have seen all these miracles and when he came into leadership, he understood, okay, no matter what I do, God can work miracles. Extract maximum from your learning. Now these learnings could be small. Learn from it. Learn from those experiences. So S, seek feedback and support. As a leader, seek feedback. Learn from others' ideas. Learn from others' perspectives. Seek support as well. See, as a leader, we can't go about doing everything on our own. We need support. You know, one of the things I always say is that as leaders, sometimes we don't have people to talk to. Because everyone look at us as a place of leadership. Oh, he's a leader. And sometimes there's no shoulder for us to cry on. Or there's no one to be with us. And so it's very important to have somebody who can support you. Just as a source of strength. And then you learn from others' ideas. Learn from their perspectives. Remember, people will be working in the corporate sector. They may have a high level of knowledge. So get them involved. Get ideas from them. Ask the leading of the Holy Spirit. And seek feedback and support. And then finally, T. Transfer learning into like next steps. That is whatever you've learned. Adapt and plan for continual learning. Learn, learn and keep learning. Adapt, strategize, plan and learn. Your willingness to be mentored will bring you wisdom and success without the mistakes and pain. So wonderful. If somebody ahead of us has gone through life and they've made many mistakes and we are mentored by them or maybe they tell us, hey, don't do this. Because when I did it, it was a big problem. So what happens is the wisdom and their understanding that they are ministering to us helps us avoid a whole deal, a whole big, you know, many mistakes and pain. Just a simple example, right? So for example, you know, a person can say, hey, you know, when you get into leadership, don't focus on money. Don't put your focus on money. Focus on the ministry. God will provide the money. Now you are young. For example, you're just 25, 26 years old. You're planning to start your own ministry.  Money will come. God will give you the wisdom. God will give you success. Because when I focused on money, nothing was happening, right? Nothing. I couldn't do any ministry because my mind was focused on the money. How will I build a church? How will I build this? How will I do that? How will I support my family? But when I moved my focus from money to God and saying, God, I know that you are my provider. You are my Jehovah Jireh, my provider of trust in you.  God opened those and provided for me. So as a young man, I'm telling you, trust God. Don't put your heart in money, but trust God to send the money to you. So what's happening here? Because of those words of wisdom, I avoid making simple mistakes of just thinking about money, or going through pain, right? Because I'm receiving words of wisdom, right? So be open to receiving. Be open to also giving your wisdom and sharing your wisdom and success with others. Then some specific skills that we may need. Ability to organize, coordinate. Again, these two words, organize and coordinate is more of an administrative role. So you'll need to have a combination of ministry and administrative role. So you bring them together. Regular follow-up, we talked about this. If somebody is new or even with your cell members, work with them regularly. Follow-up, check on them. Then work with your cell pastor. If you have a cell pastor, cell leader, connect with them. Let them know what you're going through. Be open, share your thoughts, ideas, and then networking with other cell leaders. So remember we talked about this, right? There may be many cell groups, maybe 15 or 20 cell groups in a church learn to work together. It's not a competition, but it's to complement each other and to understand that, hey, we are all working together to fulfill one vision, the vision of the church and to fulfill the Great Commission. Right? So let's go into the next portion. Developing people and relational skills. It's just a small chapter. I think we should be able to finish this. Let's look at it, right? People's skills. Now, our sharing, you know, I think we shared it last week. Some of us may be introverts. We don't want to talk. We just want to keep to ourselves. But remember, ministry is about people. Ministry is about people. That's what ministry is about. Ministry is not about the Sunday service and the conferences, events. No. Imagine you have an event and nobody turns up. Will you call that an event? It's not even an event. It's just that you went there, saw the place and came back. Imagine you start, you say, okay, we're going to have a conference. And nobody came. It's not going to be called a conference. Because there's no people there. Who will you minister? Who will we minister to if nobody comes? We may have all the PPT and the screens, LED screen and lunch and everything ready. Administratively. But if people don't come, all of that is gone. Because ministry is about the people. And then comes everything else. Developing a liking for people. Now, this is something that I had to do. Remember I shared, I had to develop a liking for people. Even though I don't, you know, by nature as an introvert, I don't like to talk to people, but I had to develop a liking for people. It's not like I didn't like them or I hated them. They were good people. But it's just that we need to come out of our comfort zone. Develop a liking for them. Getting rid of fear of meeting people. My God. Sometimes we have the fear of meeting people. Oh, I don't want to meet him. His English is so much better than mine. When he talks, I don't know half of what he says. Or maybe I don't know how to speak so well or how do I keep a conversation going. Get rid of all of that. Meet people, talk to people, minister to people. As a leader, we must know that we are led by God and God wants to use us to minister to people. So get rid of that fear. Proactively meet with newcomers. These are people's skills that we must grow in. And one of the things I remember what I did was in 2010 is I joined the... We had something called as first-time visitors. So we call it FTV, first-time visitors. So those are the first-time visitors at church. And after church, we had a lounge area. So those who are new to church, all of them would come there and we had a few volunteers who would sit and just talk to them, get to know them, pray with them. And so for that, we need to be very open. We need to know how to speak, be very friendly. And so I decided that I will join this team. And I joined the team. And I remember it was very hard for me because people come and initially it was very difficult. But then after that, I was able to just be open and talk to people, pray with them. And thank God for that, right? Because if I wouldn't have stepped out, I don't know if I would be in a place that I am in, right? That God would have led me this far. So as leaders, we need to be proactive. And if you are not an introvert, if you are an extrovert, it's just natural, then that's wonderful, right? Because some of them it's just so natural. They're able to, you know, just talk to people, right? So that's wonderful. If you want friends, make them. Proverbs 18-24, right? A man that had friends must show himself friendly. Very simple. As a leader, we talked about this last class as well. We need to develop the ability to have friends where people can come and talk to you and be open, but also not take that lightly, lest what you say is just taken lightly. It's good to make friends. It's good to have friends, right? It's good to spend time with them, right? You need it, right? Sometimes you feel, okay, if I have family, that's more than enough, yeah, that's good. You also need friends. You make those friends, right? Be sensitive to people. Their background, culture, and upbringing, right? And in ministry, especially, right? As a leader, be sensitive to people. Their background, what kind of upbringing they had, their culture now. You know, statistics show that, you know, almost every year we have about 10 or 15% of people coming from villages into towns and cities. Now, when they come into towns and cities, their upbringing is completely different. Their culture is completely different. They don't understand, right? They may not understand now that we have so much of gadgets and media and technology, they may not understand. So, for example, somebody joins your cell group and they say, join online, and this person says, hey, I don't have Zoom. So, we need to be careful to say, okay, this person doesn't have Zoom. So, be sensitive to them, okay? Okay, this is what Zoom is. So, this is how you log in, you show them. Being sensitive to them, right? And there could be many other things, right? I remember there was this one time long back, a friend of mine who came from a village, a very rural village, and he said, I can't stay here. Why? Because it's too much of chaos happening. He comes from a village. When he wakes up in the morning, there are chickens. There's quietness. There is peace of mind. But here, when he gets up instead of chickens, he's got lorry sounds, traffic, and all of this. And he said, no, I can't handle this. I need peace of mind, right? You know, it was very easy for me to say, get over it and move on in life. But I remember telling him, you know, what you'll get used to it as you keep doing it. And I remember very clearly telling him, I love the village life. It's so quiet and peaceful. And he was like, okay, he's just being sensitive, right? Being kind, being courteous, and wise without being compromising. Kind, courteous, and wise without being compromising. The Gospel. This is the Gospel. This is what Jesus said. This is what Jesus is. This is who he is. This is what the Word says. Now if a person comes up to you and says, I don't believe in this healing or I don't believe in rapture, be kind, be courteous, be wise, but don't be compromising. Stand on your principles, right? And then overcome personality weaknesses. Again, we all have these weaknesses in our personality, so we overcome them, right? Here's John C. Maxwell. He gives a few points here, but let's go here. What every leader should know about people. People are insecure. Give them confidence. You can do that. You can give them confidence. People feel special when you honor them. No matter who they are, what they are doing, they feel special. When you honor them, they feel special. People look for a better tomorrow, so give them hope. The hope of this world is different to the hope of the Bible. So give them the hope what the Bible talks about. Give them encouraging words. People need to be understood, so listen to them. People lack direction. Navigate with them, meaning teach them. Go to the Word. Help them navigate life. We'll have people from different spheres of influence. Students, teams, college students, young professionals, married couples, you'll have people from different spheres. You give them direction. Navigate with them. People are needy, so speak to their needs first. People get emotionally low. Encourage them. People want to succeed, so you help them when... You're helping them when... Nobody in this world wants to fail. Everybody wants to win. Everybody wants to have a good life, so you help them. People desire relationships, so you provide community. I can share a couple of examples where this young couple in our church, they built such a beautiful relationship with another young couple. They had come, I think early 22, two young couples. So I didn't go and say, we introduced them, but they got to know each other in church. They are so close to each other. One is in East Bangalore, one is now in North Bangalore. But almost every month, at least two or three times, they meet together. Apart from church, they meet together, they pray, they discuss, they spend time together. Why are they doing that? Because people desire relationships. And so as a leader, you can provide community for people. You can just introduce them, help them to build relationships. People seek models, so be an example. This is what we have to do as leaders. It's what God is calling us to do. We talked about being an example in every area of our life. Let's pursue this, that Lord will be an example following what you want us to do. And the Lord will minister. The Lord will use us to build His kingdom. Thank you so much for this session. Thank you for being here. Have a good, great weekend. We'll meet up next week. God bless.


I'm just waving to folks. Are we live? OK, I guess we are live. Hi, folks. Welcome to another Code of Conduct talk. I mentioned it in the keynote. Some of you were in the room a couple of hours ago when Joanna gave a talk. Our perspectives on this are somewhat different. She's got an amazing background as a lawyer. I've got a background more in community work. And I'm going to try and sort of on the fly expand on this talk. I've given it a few times unrecorded, so far almost like 20 minutes. This is a bit longer, so I'll fill it in a bit. And it's a bit interactive in a few spots. So a show of hands, a quick shout out is fine at the spots where I'm obviously asking a question. There'll be hopefully time for actual Q&A towards the end. The Code of Conduct is written so vaguely that really anything could be a violation. This is an actual quote from somebody that I got once during an incident response. I'm not going to say which one, but it wasn't just a random person. This was actually an elected community leader. So does that surprise you? I see a couple heads shaking sideways like no and a few bobbles. So yeah, hi, that's for the opening. This talk's going to also be a bit more emotional. If I am, then I'll go through some examples. Quick little bit about me.  Name's Ava Black, pronounce they them. Currently work at Microsoft. I also serve on several boards and advisory committees right now. And most interestingly, I used to be a director of the Consent Academy, which is where a bunch of this work comes from. And on the Kubernetes Code of Conduct Committee, which is where the hands-on application of this work that I'm going to talk about has sort of been battle tested in the tech industry. So the Code of Conduct Committee for Kubernetes, this is a pretty large community. I joined that body in 2019. You may not know that I was also volunteering with the Consent Academy for years before that. And that body, it's if I won C3 non-profit in the Seattle Pacific Northwest, they also do education and outreach across the country, actually begun branching out during the pandemic to teach in Europe, taking a consent-focused framework and applying it to communities of practice, everything from Burning Man to local communities to the tech industry now. They've also done consulting for several companies and foundations. They also can act as a neutral body outside of any group when necessary, sort of an escalation point. And it's staffed by folks who are licensed therapists on that scope. So we brought them in to do training for the Kubernetes Code of Conduct Committee when I joined that body. And it's since become more of a regular thing, both for Kubernetes and for a couple other groups in the LF. Oh, I forgot, this deck has some transitions. I meant to transition that to show both earlier. OK, moving on. So their framework, Consent, is a voluntary agreement made without coercion between persons who have decision-making capacity, knowledge, understanding, and autonomy. Those four attributes are crucial to the way the Consent Academy's framework operates. It has to be voluntary. It has to be made without coercion. No one's applying force or leverage or threats. One needs to be mindful of the power differentials, which do affect one's ability to consent. If your manager walks up and gives you and says something to you, there's a power differential. You might not feel like you can say no, because your job could be at risk. So that's important to understand also when we're in communities of practice, where some people have huge platforms, reputations, jobs, board positions. The power differentials affect people's ability to have consent in any interaction. And of course, also when we're all out on the roads and many people are stressed, tired, hungry, drunk, those affect our capacity, our knowledge, our understanding in any given moment. So they teach these four pillars of consent. I'll break them down a little bit. I'm actually going to rotate, because it's too small to read on my screen here. Autonomy is does someone have the power privilege or agency to express their free will in a given interaction? Capacity of the mental, emotional, financial, or legal capacity. There are situations where someone legally might not be able to say no, or say yes to something. Does someone have enough information to really understand what they're consenting to? What they're getting into when they say sign a nondisclosure agreement or a nondisparagement agreement or agree to join a committee. Sometimes we join committees. They're like, yeah, I want to volunteer for that. We get there and we're like, oh, you didn't tell me what I was actually signing up for. Language and cultural differences also play a huge part in information, especially when we're talking about events and things that happen in an event where we are a global community. People are coming together. There might be a little sign somewhere with some domain specific language on it about what a code of conduct is or means, that someone whose first time in this country learning this language doesn't really understand. If they then make a mistake, are they really at fault or not? And the last one is really the agreements and boundaries. To have these explicit or to understand when they are implicit was coercion used to get a compromise on a boundary someone stated. And if so, how does that play in when we later look back at the incident? So based on those four pillars of consent, the Code of Conduct Committee applied to them and developed a process. Link down there, that is the result of a couple of years worth of work in testing it, evolving it privately, and then publishing. And so I would highly recommend every community work towards this as a goal if you don't have it already. To define the process by which you take in an incident, how you protect confidentiality, how you handle potential conflicts of interest among the members of a Code of Conduct Committee, how you're going to respond to, reach out to people who are named in that incident report, whether they're the reporter or the reported or a witness or a friend. There are some key things in building one of these. One is to understand if an event was traumatic and treat that in a particular way based on a trauma-informed therapeutic response. People respond differently if they have been traumatized. Hopefully no one has to deal with that, but the reality is it happens. Set clear expectations whenever you are communicating with someone who's involved in an incident report. So timelines, even if it's just to say, hey, I got your email or the committee got your email, we'll investigate. We'll get back to you in X time. Acknowledge it so they don't think it's just going to a black hole. That helps to build trust. If you're taking an incident report verbally, say on site at an event, don't ask leading questions. There's so much risk there in how you take the report. I can't stress enough. Go get training in crisis response and incident response before doing that. It really helps. It's too easy to accidentally bias the reporter. Follow a well-documented process so that it's consistent. That also helps to reduce the bias of any individual taking a report or working through a process. Make clear publicly how you're going to protect confidentiality and safety of people who report. Folks very often don't report because they fear retaliation, either from the body at large or from the person that harmed them or grieved them in some way. And this goes back to consent.  Restoring their autonomy is part of the restorative work. And so often, we all probably see in judicial cases, the autonomy of witnesses or of reporters is taken away as they are retraumatized or forced to confront someone that has already hurt them. So think how you model that in your incident response process and try to understand how past traumas might be affecting people's response. So I'll share some of the specific tools we developed out of this framework. A code of conduct is itself not a legal document, but it is an agreement. And thus, the violation of that agreement can be used to take some action. They're not laws. And however, like a law, it's just a piece of paper, it's kind of inert. You need a body of practice who knows what to do, who knows how to handle this, that's backing it up. I'd like to give this little example. We all have sort of evolved long codes of conduct over the past decade and a half. A friend of mine runs a Discord server for their friends and plays some games. This is their entire thing. I'm not saying this is a good one, but it describes the two most important functions of a code of conduct. First, to communicate and make explicit the cultural norms.  In this case, there's a huge assumption of what those words mean. And secondly, the code of conduct makes visible the power structure in a community. It defines the social boundaries. Where does this apply? Is it just during an event? Is it just on a slack instance? Is it anywhere that project is talked about? If three of us meet in a coffee shop in Seattle and talk about Kubernetes, does the Kubernetes code of conduct apply? Great question. Think about where your community is and should abide by. And who can decide that? Who can adjudicate that? That's what your code of conduct should make clear to your community members. Your code of conduct should not center punishment. This is part of the criticism levied against this, if I've mentioned at the very beginning. They're often considered too vague. This is out of necessity, actually. When we build a code of conduct that specifies exact punishments for specific actions, it actually binds the conduct committee's response, often forcing them to react in ways that are harmful to community health when an incident was minor or accidental. And a restorative outcome could be achieved. And so, I actually have a problem with the contributor covenant 2.0 and thereafter, because of this, my recommendation is to stick to 1.4 for now. And there's work ongoing in the contributor covenants evolution to make something after 2.0 more inclusive here. Why am I suggesting this? Because people are messy and people deserve a second chance, especially when accidents happen. There's a cultural boundary and people want to do better. And my experience with both Consent Academy and Kubernetes is that most of the time it's not intentional. Maybe 5% of the time that Consent Academy saw, it is intentional. The challenge is that it's really difficult to tell which is which. But when it is intentional, you have to be able to respond. That harm needs to be identified and addressed. And even when it isn't intentional, the harm still needs to be addressed and apology some sort of restorative outcome worked towards. There are, of course, also trolls in the world. I'm sorry to say, they don't just live under bridges right now. Well, people who will just test boundaries of things for no other reason. And so if you codify those boundaries too rigidly, people will just test them. They will walk up to that edge just to spite you. Don't make the edge so clear. It doesn't need to be. The committee supports community health and individual safety. And really individual safety is the key thing here. You just be fostering an inclusive and safe environment. That's the hard part. That's the tricky part. It's hardest to do this when a project has a BDFL, a benevolent dictator for life, because that's unaccountable power. It's easiest to do this when there's transparency into the process. And it's important to prioritize safety when safety becomes a concern, especially for members from marginalized backgrounds, because they're often the ones who notice or who receive discriminatory behavior first. One of my mentors said this, I also said this on the keynote on Tuesday. The culture of an organization is determined by the worst behavior its leaders tolerate. What I mean by that is if there is someone from a marginalized background in your community being mistreated, even if it's unintentional, and it goes unaddressed, that defines the culture for the whole group. It perpetuates. This leads to the fourth point, that a code of conduct committee must enforce these norms. It can't just write them down and talk about them on a stage. It has to actually enforce them and respond in ways that are commensurate to the circumstances. If it's an accident and someone wants to do better, you have a private conversation. You say, hey, did you realize you stepped on that person's toe? They didn't want to tell you they're afraid because they're a new member and you're the executive or the whatever, but I wanted to pass that on. Did you realize it? And maybe the person goes, oh my gosh, I had no idea I'm wearing these clown shoes. Well, you should maybe not wear clown shoes to a crowded conference event. So you can have a conversation like that with people and act as a mediator. Maybe they respond in other ways and then you can address that if it happens. When you do this though, when you step into a mediatory role, you have to be mindful of ways that you might increase risk or harm to minorities, to people who have that power differential. Retaliation is a real concern. And so the committee must be empowered with both authority and autonomy to act in private. And this seems to run counter to the principles of open source communities where we all do work in public, but I will say that in Kubernetes and I think this model applies everywhere. Today, there are three types of bodies in larger open source communities that do need to have private function. And that is occasionally your executive council or steering council or your board of directors sometimes has to have a closed door meeting. Your security and vulnerability team, there are reasons they have to handle things in private. And then the third one is your code of conduct or your incident response team, your crisis response team also has to be able to have private meetings. Okay, I think we're about 15 minutes in, I think. I wanna check in because I'm about to jump into actual anonymized incident reports. So please prioritize your own wellbeing. Some of this might get heavy depending on your own sensitivities or background. If it's too much, raise your hand and I will stop or duck out now. Also, I know some folks have been asking to see real examples of things. This is as close as I can get to real. These are anonymized. If you think it's about you, I almost guarantee you it's not. And if you think you know who it's about, A, you probably don't and B, if you do, don't say a word. The purpose of this is to demonstrate in a constrained environment of a talk with you all as the audience, the emotional impact some of these kinds of things can have which I think, and in my experience says it helps people understand and get prepared to actually step in these spaces because it is really emotionally taxing. This is the invisible work that is the stewardship of open source without this communities just fall apart. But this work is so rarely rewarded and takes, when there's a real crisis, so much effort. So getting started. Nice and simple. You've got a slack instance.  Do you know what to do? Do you have the power to block that bot or do you know who does? How quickly can you respond? If that isn't documented somewhere and you're not there and you're the community lead or community manager, do members of your community know how to escalate quickly? What's your SLA to stop this drive by harassment? Okay, now imagine, I'm gonna do a little role play here. Imagine that someone just says this, buying from that vendor is like buying a drink in Tokyo. You never know if there's something extra in it. What's wrong with this? Like, they mean it as a joke. Let's take a moment to unpack this. If you don't notice this right away, it is a reference to something a roofie and someone's drink and drugging them. And that does happen at events, unfortunately. Hopefully none of our events, but it certainly happens at some tech industry events. This can lead to, among men, sometimes they joke about this and this is where this joke came from. Executives in Tokyo being drugged and their stuff stolen. It's so much worse for women. So this joke automatically has a different impact for different types of people. So we could talk about the intent versus the impact. It's incredibly culturally insensitive to name a country like this and say something disparaging about it. Now, the next question is what do you do if this happens in a very public forum? It's not just a joke and a bar between some folks. What if it happens on stage? How do you respond to this if it's an executive saying it or a member of staff or someone who's got a huge reputation and platform saying it on Twitter? That kind of all of these differences affect how you have to respond to an incident. The final twist here, what if the speaker was themselves Japanese making a joke about their own culture? Would that change your response if you were on that committee? Okay. Now imagine getting heavier. Each of these is a little heavier. Now imagine you over here. Well, sometimes a movement just needs a few more martyrs. Could mean anything, right? Given the cultural context of today, the preceding sentence, imagine that a person says, oh, you know, yeah. Yeah. Pretty bad, huh? Now imagine that's in a dark bar and everyone's traveling away from home. Is it a safety issue? Is that a threat or not? Super hard to figure this stuff out. When you receive a report, it's really important to listen to the reporter's interpretation of events, not just the facts on the ground or how, you know, what words were said, but where it was said, the context, who said it, the body language? Let's say you get this report in an email. I have an echo. Check, check. Check, check. Okay. So you get this report in, how about now? Okay, that sounds better. Cool. You get a report in an email. I don't even know what to say about this one. Yeah. How do you respond? Quick poll, if anyone's feeling up to it, give me a shout out for what you think you might do or what kind of question you might ask next. I'm seeing a lot of heads nod like folks are awake here, but no one wants to speak up on this one. Okay, I'll move on. Let's say you hear, you're on the cotechonic body and you hear secondhand that that group over there is just really unpleasant to work with. But no one actually files a report. Are you empowered to go proactively investigate? Are you empowered to go look at recordings of it and then make a determination even without an incident report? And if so, what can you do? So that also needs to be captured in whatever procedural documents you have, whether the cotechonic body can proactively do something to protect the community. Last one, why is it not here? Well, that's exciting. There we go. Okay. Let's say you hear about someone in your foundation or in your leadership body, overstepping boundaries consistently. Is your cotechonic committee in a position to respond to a leader, someone with power over them, over the community? Okay, I'm done. Sorry for all that, we're done. How are we all feeling? I see hearts, I see people saying shaky. I'm sorry, this is the hard stuff. I'm done with the hard stuff. We're gonna talk now about how to deal with all of this. So let's recap. A cotechonic is not a legal document, but there are often legal issues at play. There is liability, there is safety. Responses to these things can trigger defamation or loss of livelihood, lawsuits, or safety issues. There's so much potential legal risk for the more serious incidences. We need to not send our punishment because most of the time these are accidents and nuance is crucial to understanding and to responding with care and empathy. We have to support community health and a key element of community health is individual safety, because if as individuals we're not safe in a community, then the community is not healthy. And the committee must be empowered to act and even though it works in private, it must be seen to act otherwise rumors spread of bad things and if people, if the community does not know and trust that there are people working to keep them as individuals safe, it doesn't matter. Weird color on that font. There we go. Okay, so this matters so much. This is so important because the community in open source projects is the value to all of our employers, to the company's funding, all of this work. If the community evaporates, the project is useless. It's just dead code. It's stale in six months or less. So the community is the real value here and a cultural risk in your project community is therefore a product risk for your company. So if you need to justify why you're working on this, that's a great way to frame it. Why can't HR take care of this? Because HR is designed to manage internal risk. It relies on employment agreements. It relies on confidentiality and that doesn't work. Here, the community is an externalized risk. One of the awkwardnesses of all of us working together in open sources, we are working outside of our corporate bounds. Corporate HR cannot protect us and corporate HR doesn't wanna step into this space because it's outside of their reach legally. So we have an unmanaged community risk which I hate to say it, all the talk about supply chains right now, this leads to an unmanaged supply chain risk for all of our companies. This is the power of open collaboration and also the risk of open collaboration. We build stuff better together when we work together but the risk is also there. And when a community fails in public, invisible ways or is unable to provide a safe environment to especially members of minority backgrounds to collaborate safely, the product that depends on that code really suffers in the best of cases companies can fork because it's open source. We all want our code to be bug free and vulnerability free and there's a lot of concern right now with the whole cybersecurity movement around open source. One of the reasons I believe it is so important we focus right now on building and maintaining inclusive communities is when people don't feel safe, they can be coerced more easily by bad actors and that is a concern a lot of people in the security field have right now about open source that people are going to try to push hypocrite commits in. It was a wonderful talk seven years ago, Christopher Sogain. I wanna say ACLU director gave this talk at the Lisa, USENIX Lisa conference in DC, talking to room full of CIS admins that they were the primary threat vector to national infrastructure, not their code, but them as people, social leverage, social threats. People are rightfully concerned about that in open source right now too. So we have to be inclusive to help protect against that. So what can you do? Totally incomplete guide. I'm sorry the talk has been doomed and gloom so far. This is where I get to be constructive, helpful. Here's what you can do to make all this better. Shift from policing to supporting. If you're working in an incident response body, focus on support for members of your community. We have to build out as it were a service org for community health in large projects and from our companies. And some companies have been doing this staffing, community manager for years, but not enough, especially not at the scale of open source today. To establish norms of practice across communities, we've started doing a little bit of this. I wanna see so much more because the things that work well in say the LF probably also map more or less to some other foundation and vice versa. We should be sharing, not siloed. And there are some norms here that we know we've learned. We've also learned it doesn't work. I want to establish a body across orgs to share that knowledge. And I'd like people to also begin publishing transparency reports. I led that work in Kubernetes. I led it up to the LF. The LF just published one last year, earlier this year. While everything a Kodakana community does is shrouded in secrecy to protect confidentiality and mitigate risk and harms, what I've seen work with the research shows is talking about it in the aggregate when that's possible and it isn't always. Helps to instill a sense of trust from the community that, hey, people are actually enforcing these norms. And it can be as simple as in the last six months we kicked out 25 spam bots from Slack. Like, okay, that's generic. Not a big deal. But it also tells people that you're doing it. You work on it. You care about it. The community has that support. And that's really important to also build the trust of people when like, gosh, someone hurt me, but I don't know who to tell. I don't know if they're gonna listen to me when I do tell them. This is one way to slowly build that trust. The irony is what we've seen is once you start publishing these, the numbers typically go up real fast. Because in the first couple of iterations, people realize that there's a body there to support them, to help them when there's a problem. So they report more often instead of just leaving. Which is what happens otherwise. This is the weird one. Because there is legal risk to the folks who are doing this work, sometimes it's real good to give them actual liability coverage against it. And it's hard. I don't have any recommendations on like, what insurance company to go to or what to tell them. Just that you might want to. And I'm aware of an unfortunate number of communities both outside and inside the tech industry where folks have been sued over doing this kind of work. And it is terrifying. Much like we see people suing victims of domestic violence for speaking up, or victims of abuse for speaking up about it. I'm so frustrated by our legal system empowering people to silence problems like this. It's not an easy balance. Lastly, most importantly, fund training and create staffed roles. Consent Academy, OtterTech both have training courses. I recommend both of them. They're different, they're complementary. Can't recommend this enough. And have an escalation path to either a third party contractor or a trained mediator or something else. If your code of conduct committee has conflicts of interest, they can't handle something or they're overwhelmed or for whatever reason need to recuse themselves. Having a documented escalation path to some other neutral body is crucial. And we've seen the need for that in a couple of communities over the past few years. To recap, establish norms of practice, publish transparency reports, provide liability coverage and fund training and or staff roles or both. This is stewardship. That's a word I used in my keynote several times. This isn't management, this is stewardship. We are caring for people and letting them do good work. Leaders in open source are at their best in my opinion when they are simply stewarding a community, not applying authority but supporting others. A couple of quick closing thoughts. But consent when applied as a lens to both social and business interactions is really transformative. Not just here, but also when we're talking about building machine learning artificial intelligence products, gathering customers data and what to do with it. Consent makes a huge difference in the tech we build. And all of the concepts I was just sharing with you are not originally mine. I've adapted them a bunch to this industry but I learned them from Consent Academy, I learned them from the Occupy Movement, I learned them from indigenous communities in the Northwest. These practices about how we build community go back. And in fact that's part of the roots of open source. Like we go back 25 years and that's where folks were doing this stuff. It's all connected. So that's it for my talk, thank you all. I can take questions if I have time. I wanna thank you for this particular talk. I'm trying to formulate, I have a lot of questions and I just wanna stick to one in particular. So there is one case that my community is the InfoSec community. And there's one case where there has been a really, yes. I wanna pause, I don't wanna talk about any specific cases because we are on record. Okay, so big picture. What happens or what is your advice or suggestions? When people have comfort, they have made their reports and actions have been taken and the person that the actions have been taken against is consistently showing up and causing more harm to the community. What do we do, those of us in the community who want to move on, who want to continue building community? How do we deal with people who just want to continue to traumatize those in the community? If your community doesn't have a means to ban someone from a shared space, whether it's a Slack instance or a Discord or an event, make one. I don't know what to say in the generic sense other than building community safety is so important. And when a person shows an unwillingness to learn to work with others, to work towards that safety, they just want to antagonize, you have to exclude them, unfortunately. As the saying goes, I'm gonna miss the quote now, I said it in my keynote. The paradox of tolerance applies. We cannot tolerate the intolerant and if they're coming just to be intolerant and hurt others. But there's so many edges and gray lines there that I can't give and don't consider this any specific advice of what to do. So I don't know the situation, but lots of empathy, because that's so difficult to deal with folks like that. Thank you for this talk. Where do you see innovation coming into this space? I mean, right here. The intersection of bodies of practice like the Consent Academy and restorative justice movements intersecting with the tech industry. We've only really been talking about codes of conduct in the tech industry for about 12 years and so much of that has been mired in debates about whether women are on equal footing with men have a right to participate. Completely inappropriate on its face questions and yet those keep getting brought up. So where can we innovate? The tech industry, we already have a huge disparity here. Let's fix that question. Two questions up here, I think. And how much time do I have left? Five minutes, okay, cool. So I was wondering, do you have any frameworks or resources that you could point someone to whether it's an existing community that needs to build out a code of conduct and a committee or a new committee looking to form and establish those best practices? I think your question was, are there existing resources or like already documented practices for communities of open source? Well, just generally speaking, is there a body of work that you would recommend somebody that's new to community building to look to for this? I mean, the Kubernetes community has documented our process, k8s.dev slash cocivain process. That's what we built that works for us given the scope and size of Kubernetes. Last time I looked at the Drupal community, they also had a good one, pretty thorough documentation. I think PyCon North America has also had some pretty good documentation on how they manage their community stuff on the broader sense of how to build community safety. Yeah, I wish I had a great resource for that.  I haven't compiled a list. It's a good idea though, I should be able to point to like, here's my website with like 12 books on this topic. I should do that. Well, so the Consent Academy actually has written a book on consent frameworks. That's one place to start. I saw a hand or two on this side of the room at some point. Thank you Eva. Not just blow my mind, but sort of expand it in a very careful but intricate way. And this question is maybe in that. My, I said something early on, the talking about autonomy and the word authority kept coming into my mind in retrospect as a counterbalance, but it didn't come up. You didn't bring, you said authority a little bit later. And I've just, I've got a sense that there's a balance that's going on. I mean, part of it is much of us are existing in a space here that's controlled by authority where our bodily autonomy is subject to the authority as opposed to the other way around. So is there communities or places people are choosing to be in? So there's already the consent begins the government, but is there, like how are we getting away from the authority trying to be on top of the autonomy when autonomy is so key? Does that make sense? I don't know that I follow your question, but I'll try and repeat it back and see if I got the gist of it right. How do power differentials authority affect autonomy? And is that different if it's say online or in person? Yes, and then the other, the flip being how do we, if we want to center autonomy, how do we look at those dynamics and keep being able to center autonomy in those situations when the authority tries to say, no, no, no, no, no, we're the ones in charge of X, Y, and Z. Okay, so. Before the pictures and torches. Yeah, yeah. So there's a fun demonstration of power differentials that I sometimes give. I didn't want to deal with it today. Like imagine me and somebody else standing up here on stage, we shot with five tokens and we describe an attribute of the other, like you are six foot four and really muscular. Here's a power token. They might say, oh, I have a Euro board member. Here's a power token, right? And we can sort of model the physical, cultural, organizational power differences between people by thinking of it in this way. It's sort of an arbitrary model. It's more of an analogy than a reality. But it's a metaphor to talk about or think about how power differentials exist in our world invisibly all the time. As far as bodily autonomy goes, gosh, if any of our, in this professional setting, if any of our bodily autonomies are ever not consented to, that's, I don't think I need to talk about that. That's a violation right there. So I don't think that's what you were asking. Oh, we're in a space with people. Yeah, we've consented in some way to be in this building.  Like that's part of society. I don't know that that really reads on this. Maybe I've misunderstood. Any other questions? Go in once, go in twice? Okay, thanks for bearing with me. I know this was so heavy. Thank you all.


What's up everybody? Jayce here from jasperyscasebrakes.com. We are doing 2019-20 Panini Mosaic Blaster 10 box break Ran on teams number three and we're also giving away a free spot if you were an early bird So how to get entered a winter free spot being early bird by one of the first 15 spots in this break and get entered to Winner free spot Just remember no veteran commons will ship out of these blasters unless it's Luca, Lebron or Giannis and Fresh case it looks like so number four will be for the second half. There's the dive trailer Here's a customer names the early bird customers of top 15 that bought in and will paste the winner here at the bottom Randomize customer names and then teams as well So use the same dive trailer for everything and it is a one-to-six for lucky number seven seven times one two three four five six seven Going to Anthony T Face mask there you go free spot right there Now let's go seven times here on the customer team on names and teams two three four five six seven Anthony down to Steve seven times one two three four five six seven Lakers down to the heat Lakers are number one He were all the way at the bottom Anthony you have the lake whoa what the hell happened there? And you have the Lakers Michael you have the Celtics so men with the Mavericks Matt with the Pistons Steve with their nets Michael with the Jazz Matt with the Memphis Grizzlies Nancy you have the Phoenix Suns Roger with the magic Matt with the wars and through the Kings Tom Jones with the Thunder So men with the Pacers Brian Crouch with the Spurs Anthony with the Knicks con with the Rockets Nancy with the Bulls that called 76ers Anthony your free spot was the Wizards channel with the Nuggets and Bucks Daniel You get the Pelicans Charles with the Hawks Joe Pillsley of the cows Kevin with the Clippers Brandon with the Hornets followed the Raptors Brian Crouch with the Blazers Matt L with the T-Wills and Steve with the Miami Heat All right, if anybody wants to trade give you guys a quick little trade window Actually guys in the meantime, I'll give you guys a little bit longer trade window. Let me open up this case Music hobby, I don't think so Yeah Okay I'm assuming he can is the one over there. Yeah, well, it was three in the back Yeah, just grab that one and then just take it off the website just be safe Yeah, because it doesn't look like there's a mosaic copy in here So Zach saying six is for Nick's trade if not anybody else want to propose a trade? I'm just gonna close it then guys. Nobody even replied back to anybody. No, I think we're good then, right? I also don't know what that was a die star. So let's just do a little virtual one as well All right, so really quickly miss which means I got 10 bucks on the left 10 bucks on the right Let's just use a little virtual die. And again, if I roll a one two or three, we're gonna go to the left side Or five six to the right side. All right So let's roll it really quick and we got just a one so they go left side one two three So these boxes over here on the right side will be for the next pick your team or the next random team So which is already on the website and you guys can get rolling All right, so we're up five boxes at a time. Just like the football block right there earlier And then we'll move on to the next five boxes. This is only a 10 box half case for a guy's Next 10 boxes are gonna be on the website already still early bird opportunities. You have a chance to win a free stop Just for being an early bird guys camera froze guys Should be good. Sorry about that guys And we'll start going through this first five boxes guys. Good luck Kevin Porter Jr. All fame car Malone Calvin Johnson De'Aaron Fox Brandon Clark Russell Westbrook egan us bros dykes Duncan Robinson green Quendery weather school Patrick Ewing USA Kendrick men Wow Excellent that is young Go by beat that say Luca base Kyrie Irving Jordan pool of silver Dwight Howard and Cam Reddish Here's Garland green Cameron Johnson corn Georgia silver Cam Reddish Not your little LeBron Josh a Koji Alexander Walker green Kevin Durant Rui Lebron base Gary Harris Nicholas Plaxton Fionn du Dylan Willer Trey young Alfred Payne Deandre Hunter and Psycho Dumboya our next one Green Royce O'Neill Yannis MVP's a Zion green. How about that? Donovan Mitchell Lucas Amonich Kelly Olnick Kendrick none Yannis will the win tundra weather spoon Eric Bledsoe and Daniel Thies Celtics but a Michael Robinson, that's not up and you can ask bros like this Julius Randall there's Garland Lebron entered a little Zion base Jelly Noelle green Carnival to bar silver dead Simmons tied to Rome Lebron All right next five boxes guys. All right guys last five boxes here No way Yeah, oh my god.  Anyways, Josh had a couple turnovers I Lauren Tucker Jerry Colver or Colver sorry Colin Sexton It's silver and I'll see your little Cody Martin Part of any town's a little John Murat NBA debut cow guy Jerry Colver green Terence man Steph Curry USA the NBA debut John Morant Cow guy rookie the Marcus Aldridge God game James Harden Terence man Damian Jones little Kobe white room for nano green and Pasha All right a couple more boxes of guys Miles Bridges green Lebron base Michaela Alexander Walker PJ Washington, Jr. NBA debut green Rui Hachimura Nicholas Clarkston MVP Steph Curry Prism silver and a Brandon Clark Paul George Game Derek Rose and Kevin Porter, Jr. All right two more boxes guys Opaola for the heat prism silver you know Zach Levine Jermaine Grant little Zion Wilson NBA debut Rui Hachimura base rookie Dylan Brooks Charles Barkley PJ Washington, Jr. Alan Iverson green Brian and Clark base rookie All right last one here lower marketing Old school with Will Chandler and Carson Edwards rookie Larry Burr Jackson Hayes Dennis Johnson Matisse Daigle George Hill Tyler here a rookie Bogdanovic taco and Darius Garland All right guys. Well, hey, we got a couple jammer ants. We've got a Kobe white. We got one auto Zion Zion Zion and a Tyler hero There's some Rui Hachimura's in here too as well But I pen to sleep so top blood all the greens and rookies and any colors of course as well So there you go guys, this is panini blaster ten box break round teams number three number four It's on the web says the second half Potentially could be some nice stuff hiding in the second half guys. So let's get a rolling Jasper's case breaks calm