Welcome to Toffy TV, it's the player ratings for Everton 2. Lester City won a nearly victory for the Blues, but nonetheless a victory for the Blues. Three points, nothing else matters. It doesn't really matter. Let's get into it, Jordan Pickford. I've given Jordan Pickford a five because of two horrendous mistakes in the second half. Yes, he made a good saving the first half from Johnny Evans, but very, very nearly cost us the three points today. I don't care what anyone says. He let a ball bubble off his hands and into the path of Michael Keane. Michael Keane knew nothing about it, hit them and Michael Keane recovered as well to clear off the line. And then another one in the second half, he goes well only minutes later, he goes chasing four and completely misses it and again leaves us with an open goal. Jordan's been really good so far, but just those two moments showed you how quickly things can change in football, so I've given him a five. You might think that's harsh, but I'm frankly not asked. Sheamus Coleman. Tough game for Sheamus, but I thought he did okay today. Again, not too much going forward, but he's done well, because obviously they left back to you. Well, he's very well spoke of Chelsea after them. One of their best players. So I've given Sheamus Coleman a seven because I just thought he had a good game and didn't really have too much ahead of him, but I thought he coped really well. And on the other side, Dean, I've given Dean a seven as well. It was a really, he did well defensively, but I think this was one of his best games to tackle me. I've seen him in the first half for a while, helped create the first goal and got up and down really, really well. I've seen him in the first half, it was a threat. Second half had to defend well and did defend well, so I've given him a seven. The centre backs Mason Hallgate, I've given him a seven. Could he have done better for their goal? Maybe he'd been a little bit stronger with the initial ball coming into the box, but the problem is if you go charging into a centre forward in the box near the ground, it's a penalty, unless it's Dominic Arvenloon when it just doesn't seem to be a penalty. And the ball is spawned over his head. Could he have done a little bit better? Maybe he and the manager might say he could, but I think he again, he defended well. I've given him a seven. Michael Keane, I've given him a eight. Man of the match again. Excellent. And you know what? He could have had man of the match in every single game, I think, against Liverpool. I give it to Mason Hallgate, I think. But Keane could certainly have been man of the match and he was against Norwich and he was today. Fended really well, as I said. The one he cleared off the line was Norwich Fault. And he just won everything in the air and marshaled us really well. And I think that at the moment that he's fending a shoot in him, what is strength there? He's come back with a fantastic attitude and his knuckle down. I don't know whether that's because the grounds are empty and that's helping him concentrate. I don't know, but it doesn't matter. He's playing well and I've given him an eight. And Wobie, I've given a five. I thought he was pretty poor, never really gone into the game. And you know what? He was opportunities for him, but he always seemed to choose the wrong pass. And that's what disappointed me more than anything. He did get the ball. I don't think he used it well enough. I don't know whether he was looking for Seamus Coleman to go outside him. Listen, he's a player I think would be better off the left because he comes in on his right foot. But he had opportunities, I thought, to open them up and didn't use them at all. Obviously he got subbed, so disappointing from him. On the other side though, Antony Gordon, second start, created the first goal. I thought he pressed well, he attacked well. Okay, it wasn't a perfect game, but this is a kid who's leaning and he's getting opportunities and he's had his face to assist now and that will calm him down a little bit. And I thought generally he was all right. Second half, yeah, wasn't great, but you know, this is a young man who's trying to get his career started. So I've given him a seven. I've given him the benefit of the doubt and I've given him seven. In the centre of field, on Jay Gomez, I've given him a five. I thought he was weak again. I thought he was lost the ball far too easily. He doesn't seem to have any ability to get around the pitch at the moment. It's like he's running through streakle and it's really disappointing to see a player who we loved so much last year and I don't know whether it's because he needs that player around them who's got the energy. He just doesn't seem as strong as he was last season. He doesn't seem to be able to get away from people like he did last season. Last season he would use his body and he would give him a yard to get away. He doesn't quite have that at the moment. I think he needs a good pre-season under his belt after having a tap in this season. So I've given him a five. Guilfee, I've given him a six. He obviously scored the goal. He tried to be neat and tidy again. Suffers with the same problem on Jay Gomez. He's slow, really, really slow and with that much energy in the Leicester team, I think he caught them out today. But he obviously scored the winning goal in the end. So I've given him a six. With Charleston, I've given him a seven. Scored the goal to get us going. It was a great finish. Obviously went off with an injury. Was looking to get at him. He was having to drop deep in there. Tough for him, but he scored that goal. So I've given him a seven. Simple as that. Don't want to call for a win. I've given him a six. Wasn't his best game. A few things were bouncing off him. But in the second half he was still running the channels. He was still working hard. He was still trying to hold it up. He could have done better with a couple of opportunities. But listen, this lad runs for you at 90 minutes, week in and week out, you know, without fail. He just needs that goal, doesn't he? I want him to just get that goal to get him back in the habit of scoring. That's three goals without three games off the goal. He won't be happy about that, but I've given him a six. The subs. Tom Davis, I've given him a six. He did okay. Wasn't brilliant. He did okay. He tried to break the play up. He had a few runs at them. Guilty of trying to force passes again. This is Tom Davis' biggest problem. But he did get a little bit more of the ball and he did help break the game up a little bit and get forward. So I've given him a six. Bernard, I've given him a five. Again, I don't, he wasn't even on the pitch. That long was he, but he did nothing. And yet he mean I've given him a six. Came on, did okay. Did his job. Helped to reshape the team to allow them not to score. And that's it, isn't it? At the end of the day he's gone on and done his job. So I've given him a six. So there you go there, my player ratings. Let me know your thoughts in the comments. Do you agree? Do you disagree? I imagine for some of them you will think I have given people too high a score, I think, but we'll wait and see. So let me know your thoughts. Don't forget, check out my instant reaction video. Check out Baz's instant reaction video and check out Baz's three talking points from the game. Don't forget, give this video a like. Give all the videos a like. Subscribe if you haven't already. If you want live videos, join us over on Patreon. The link is in the description. We'll be live tomorrow doing the final eight. And if you join us, you can be with us live. You can get involved with your questions and your comments about the game. So there you go. Thank you for watching ToffeeTV. I'll see you later.


Hello everyone, today I'm going to talk to you about one of my language learning methods. Once again, being freelance translators, I'm assuming all of you speak more than one language and a big part of being a freelance translator is maintaining this other language and or even trying to get better at it. Or if you're like me, you just really like languages and you like learning new ones in general and I think a lot of you are like that as well. And so I'm usually at any given point in time studying at least some other language. I've talked about it before how when I go traveling, I have a whole regiment for learning the language when I go there and stuff like that. So anyway, today I wanted to share one of my methods for learning languages that I tend to use. I didn't invent this. I got it actually I got it from my app Anki and which does this already on the app. And it allows for you to do space repetition when you're learning new vocabulary. And what I like about it is that it's space, it doesn't space everything the same, the spaces, words, you know, like if you're very familiar with the word, you won't see it for a while. But if you're less familiar with it or if you don't know it that well, then you'll see it sooner. And I like using this method and actually it's very easy to replicate. And so I do because I have a lot of just index cards that I keep for learning languages. And so I so I kind of set up my own method, which I'll show you here. So actually, yeah, let me show that to you now. I have. Oh, you can't see it. Can you? I'm sorry. Okay. Well, I'm going to have to lift these up. I have three bowls here. One has a smiley face. One has a so so face. And as you can imagine, this one has a sad face. So what is this? Okay. Let me let me explain. So bear with me. So what I'll do is when I see my new vocab and when I see my new index cards, I always find index cards very helpful just because I can leave them anywhere. I leave them next to my bed. I leave them lying around and I can always be working on them. I can take them with me, put it in my pocket. So I like them. And so what I'll do is I'll look at certain words. And so this is how I write out my index cards for Chinese. I usually have a character with the tones right above. And so I'll take this word and say, you know, it's down to down to is to block. And you know, I'll say, okay, I'm familiar with down to to block. And so I'll put this in the little smiley face bowl. There it goes. And what I mean by that, so the little smiley face bowl is a bowl of the vocab that I already know that I know quite well, and I don't need to revisit it for a while.  No wait, no, it means intentional. Interesting with Yoisa. Okay, I check. And yes, it means intentional. But I was a bit iffy about it. So what I do is I put it in this one, where I know it, but it didn't come like that, like the other one. And then here I have do in, do in is pronunciation. I know that very well. So once again, I can put that in there in the smiley face. But then say I get something like this, tu jeung, tu jeung, if I'm pronouncing it semi-correctly. And this tu jeung is, you know, say I can't remember what it is at all.  And so I check on the back and it says characteristic, or maybe I don't even know, I don't even remember how to pronounce it. I remember that's tu, but I don't remember how to pronounce the other part. How do I say that? How do I say that? I can't remember. I have to look it up. At this point, if I don't know it at all, then, and if I can't think of it, either the pronunciation or what it means, I put it in this part. And so what I do with these piles is that when I have to revisit it later on during the day or something, this sad face pile is the one I visit first because this is a vocab that I know least and the one I know least. So these are the ones that I'll be going over more. And so if I see this again, and I know it right away, then I can put it into, I usually upgrade it just by one. So then I'll put it right into here. And but if, you know, I have this other one, oh, and I don't remember it at all, put in the sad face. And later when I revisit it later during the day, I still have no idea and can't remember it at all. It goes right back in here. This one gets revisited most often. And then this one and the smiley face, Harleen's could be revisited at all. In fact, I can probably forget about it for this session or for however long because I know these right away. So and, you know, the way I think of it is I want my goal is to make all of these be smiley faces and I want them all to be smiley faces in the end. And so gradually I want them all to move up there. And so it's just a method I keep that is very easy. All I need is three bowls. As you can imagine, my wife isn't very thrilled with this, but there you go. We had these extra. So it kind of works out. And and it's a very easy way for me to not have to repeat all the vocab that I know really well. And instead, I can concentrate on the vocab I know less well. And it helps me improve more quickly. And it helps me use space repetition, but in a more efficient way. And so I really like this method. And obviously this is for Chinese, but it can work for any type of language and anything you're trying to memorize. In fact, anytime you have index cards, you can just do a system like this. Once again, if you use AnkiDroid, I think that's the app that I was using. It already has it in as part of the app for learning new vocab, but it's very easy to set up yourself. And so that's what I did. And I just keep it around the house. So if you're trying to learn new vocab, I highly recommend it. I think it's very easy. And it's the thing that you can keep around and you see these three bowls with the three faces on them.  Okay. I still can't remember what it means. Oh, characteristic feature, characteristic feature. Okay. Okay. Put it back in. I'll revisit it. Whatever works for you. For me, I try to leave at least a couple hours until I revisit it the next time, because otherwise I remember it too easily. And yeah, that's pretty much it. It's a very simple system, but it works quite well for me. And so I do like it. And I think as I mentioned, I will be trying to Korea soon. So soon I'm going to be putting my Korean vocab in all of these and using the same system for that. So hopefully you found this useful and hopefully if you are trying to maintain a language or learn a new language or trying to learn anything for that matter that can involve index cards, then you can use a system like this because I do find it quite useful. And that's about it for now. I'll talk to you in the next video. Okay. Thanks. Bye.


We are Dynavad, and today we are going to be doing the Pocky One Chip Challenge. My name is Michael, and I'm here to say I'm going to eat a chip today. Ooh, that hurt coming out. I didn't like that. Yes, it's going to. You can't taste. However, you have a sensitivity still to spicy food. My taste buds work, but my brain doesn't. And so how do you think you're going to manage the One Chip Challenge? No idea. I'm also going to choose this one because it's broken and taped.  Really dry. Oh, it's a chip. I can tell it's spicy. I can start to see it creeping. I can see it in his eyes, and you do have milk there. You've been good. You haven't had it yet. But now I think you also get to prove, though. You know, you say that you can handle spice. You can't taste on stream many times. You actually get to prove that to everyone. How are you feeling, Michael? I'm fine. It's just a coating on the mouth. Would someone bopse your nose? Yeah.  So do you feel like it's burning?  Oh, yeah, it's awful. Do you need a tissue? Mm-hmm. Do you want an ice cream bar? My taste buds work, but my brain doesn't. The thing that I worry about are the hiccups. When you get those, mm-hmm.  The more is there. And then, Michael, if you just want to hold that up, that way we can get the post shot. Okay, here you go. Ugh. It's like breathing acid.


What's up everyone? It's your girl Kenzie here from Layton Sports Cards and I'm ripping a personal here for ship my cards Fabian K We've got a 2022 new revolution WWE hobby. All right, best of luck here Fabian. Thanks for your order A few boxes Feeling the John Cena In the checklist? Yes. Yeah, it's a pretty good checklist actually.  That's a very like Thicker plastic on this Astro of Bobby Lashley and Vortex of Bayley got Indy Hartwell on the group And the Undertaker. Did you see? I just saw me walked out with the Undertaker's hat and like he had Jared like a an urn that said Jared on it. That's so cool And Ro was like freaking out. I was like that's the Undertaker. I was like cool. Like I didn't watch WWE I didn't know Carmelo Hayes, Rookie. That was cool though Let's see. We've got a Raquel Gonzalez auto There you go Fabian Autos are not guaranteed in this product. So nice So Ray Astro and supernova of Shotzi Rookie of Gable Stevenson Shanky Rookie We've got LA Knights Fractal Nice fractal there And the Stooges Pat Patterson and Gerald Briscoe That's the announcers there We've got Battista. That's a sick one on the angular out of 199 And Shockwave AJ Styles stereo We've got Randy Orton and Riddle on the RK Barrow Fractal and Fardo Fardo Last pack here got rookie Astro of Solo, Sokoa and a Shockwave Sunburst to 99. That's sick of ZLE It's a beautiful looking card Alrighty Fabian that'll do it for your cards. Congrats on your hits. Thanks again for hopping in and we'll get these right out to you


I'm Dr Mary Carr, Chief Veterinary Officer of South Australia, and I'm pleased to welcome you to the Red Meat and Wool Growth Programme production brought to you by the Department of Primary Industries and Regions, Livestock SA, Animal Health Australia and the University of Adelaide. Today, we are exploring the Enhanced Abattoir Surveillance Programme with a focus on rib fractures. Enhanced Abattoir Surveillance tracks the health conditions of sheep found at the abattoir. These findings are provided to producers to assist with planning around prevention and management of prevalent animal health conditions. Refracture is not a very common condition in South Australian abattoirs. It is very property and season specific. Over the last three years, only one in 15 properties had animal with broken ribs, and only one in 40 consignment had reported cases of broken ribs. At the animal level, you would only find on average one in every 200 slaughtered animal with broken ribs. Although this is a rare condition in South Australia, since the inception of the Enhanced Abattoir Surveillance Programme in 2007, we saw a steady increase in this frequency of findings in the state, except in the last three years when we observed a slight decline. Overall, rib fractures are much more common in lambs than in muttons. From a regional point of view, lambs with broken ribs would more likely come from the southeast when muttons with rib fractures would come from the northern pastoral region. Although there is no apparent seasonality in muttons with rib fractures, we see a very strong seasonality in lambs where most rib fractures are being detected in spring. Rib fractures encompass a recently fractured ribs, or broken ribs, and healing ribs, and so we've got callus formation, and so it takes about two months for a rib to heal, and so the evidence will be present in any animal that's slaughtered, basically from a fracture that's just occurred during trucking right through to an animal that might have fractured their ribs a couple months ago, and it can be one or several ribs affected. We tend to find as it's usually only one or two ribs in any one carcass. So rib fractures can be caused by physical force, and so if an animal's had a nasty accident being trodden on or bashed around going through sheep yards, but more commonly we recognise it's associated with a nutritional deficiency, and that may be either simply vitamin D, and so during winter we recognise that southern Australia is predisposed to vitamin D deficiency, which impacts on the calcium availability in the body, so a lack of vitamin D, a lack of sunlight results in poor calcium uptake, and so you end up with an osteoporosis or weak bones, but we can also have calcium and or copper deficiency, and there's a number of other macro-entrace elements which may also play a role in that. From the Enhanced Abitur Surveillance Program we recognise that lambs with rib fractures come from lines all over the state, but primarily it's the higher rainfall areas. The Fluorio Peninsula, Kangaroo Island, Mid and Lower Southeast for example, are the hot spots for rib fractures. I might add that it is primarily a problem of lambs because by the time you get to hog it or adult stage usually the animal's ribs are far more robust and so less inclined to be broken. So it's often deficiencies associated with either the pregnant U or the newborn lamb that are going to have weak bones that are prone to being broken. Rib fractures present in anywhere in the thorax and they can be in this early stage that can be mild but in the later stages it will be more acute and will cause pleurisy. For the producer the impact is that he's going to get less weight over the scales, he's going to get a downgraded carcass because the processor will be able to recover less primal cuts. The inspectors are trained to look for fractures or adhesions or broken ribs, if they find it it goes on to the retain rail and removed by trimming. So the rib fractures we had in our lambs we actually hadn't noticed anything on farm and we weren't aware of the fact that we had this issue until we saw in the plant the rib fractures in our lambs and we're getting that feedback from the the processor. On farm there was no way of us really identifying that we were suffering any loss as a result of the rib fractures. Seeing the number of lambs going through the chain that were impacted by rib fractures and seeing those ribs trimmed out of the carcass you can imagine that every one of them adds up to you know 400 grams or 500 grams and if you add that up along the chain pretty quickly you're starting to lose kilos and kilos of meat out of the kill. So to me yeah there's a loss in kilos of lamb but it was also the loss in production of that lamb running around the paddock with a bunch of broken ribs so for me it was important to identify what was doing it and try and rectify it. Once we identified that we had the rib fracture problem we talked to a few stock agents and local people who you know we thought might have had some ideas about what was causing these rib fractures and generally the advice was nutrition because at the moment there's obviously been work done on the nutrition effect and rib fractures but also typically with shearing and crutching there was a lot of talk around mechanical and how mechanically they could have been broken. So the issue we had here was the ribs were being broken in our way box on the rear gate so as a lamb entered the first lamb dropped the floor which shut the rear gate and if a second lamb happened to be following close behind it would pin them on the rib cage and having thought about it after seeing that we had these rib fractures we decided that that was a fairly likely cause of the problem and just with a few adjustments to the way we operate and getting a new handler that operate in a totally different manner we've now no longer see the case of rib fractures in our kills. I've followed many lines of lambs through the plant in the last sort of three four years and I don't see any numbers of rib fractures now compared to what I'd saw when we first identified the problem so I would be very confident saying that our rib fracture issues being sorted luckily it wasn't the nutritional one that is going around it was an easy fix just purely out of the way we manage our stock and the equipment we use we also embarked on a process of upgrading our yards we had a fairly old-fashioned set of yards that were developed over time by my grandpa and my dad and they were fairly rickety didn't have good flow there was lots of corners points where the animals would rub around and pressure points and in building these yards we've tried to make it so the stock flow much more freely through the yards and there's less opportunity for them to be pinched or pushed into a corner or caught on something it's very important to have infrastructure that is suited to good animal movement. When we talk rib fractures you might have one or two percent associated with perhaps an unfortunate physical injury but most of the time it's going to be more associated with mineral deficiencies vitamin D deficiencies the important strategy is for producers to actually be aware of what deficiencies are in their flock and that may require soil testing plant tissue analysis all used should be getting calcium supplements in the lead up to lambing because there are a number of different circumstances whether they're on short dry feed long lush feed on a prolonged grain diet that they're always going to be calcium deficient diets and so I recommend that calcium supplements should be provided to all use in the last six to eight weeks of lambing to encourage a good skeletal development in the in the unborn fetuses vitamin A D&E for example injections in the last six weeks before lambing can also not only reduce the risk of rib fractures but it also improves calcium metabolism and so reduces the risk of dystocia or difficult birth as well so and then the vitamin E is also an immuno stimulant so it prevents the likelihood of infection so you'll get seasonal variations for sure and it's always the more the wetter years or the higher rainfall years where we see a lot more rib fractures occurring but some properties and they may know through feedback from the enhanced saboteurs violence program occur every year and so yeah they need to seriously think about preventative strategies to minimize the risk and of course they'll get the benefit through improved welfare and growth rates in their land as a result of the enhanced abattoir surveillance and the feedback we were seeing from the plant we identified that we had the rib fracture problem looked into it found a potential problem made some changes to our infrastructure to avoid that problem in the future and now we're seeing much less prevalence of rib fractures and going forward I can't see why they should return here on this farm between 2007 and 2021 the Department of Primary Industries and Regions managed the enhanced abattoir surveillance program at Lobothal and Murray Bridge with funding from estate and national sheep industry funds and national industry funding from meat and livestock Australia it was the EAS program that provided producers with the feedback discussed in this video although EAS monitoring has ceased there are plans in place to transition to entering South Australian data into the national system this national data can inform the development and funding of appropriate industry and government initiatives on the ground to better support South Australian producers to reduce losses caused by unnecessary carcass trimming and to take advantage of premium markets to assist producers animal health Australia has partnered with PURSA to create the sheep health conditions carcass impacts tool a 3d digital tool designed to show the industry what six common conditions look like on a carcass and give them an idea of how much trim may occur at the processor Livestock SA encourages all producers to talk to their processes about what carcass and disease and condition data they can access from their consignments thanks for watching we hope you have learned more about rip fractures and the importance of managing sheep health with the help of enhanced abattoir surveillance to find out more or get support with your business contact your local animal health adviser from the Department of Primary Industries and Regions or the South Australian livestock biosecurity extension team through the Livestock SA office the red meat and wool growth program is an initiative of the government of South Australia and supported by meat and livestock Australia the South Australian sheep and cattle industry funds and sheep connect SA


a horse with a speed of light, a cloud of dust and a hearty high old silver, a lone ranger. Music With his faithful Indian companion, Tato, the masked rider of the planes led the fight for law and order in the early western United States. The stories of his strength and courage, his daring and resourcefulness have come down to us through the generations. And nowhere in the pages of history can one find a greater champion of justice. Return with us now to those thrilling days of yesteryear. From out of the past come the thundering hoofbeats of the great horse Silver. The lone ranger rides again. Come on, Silver. It's dangerous on the trail ahead. I'll Silver! The trail between the base of a steep mountain and the quicksand was narrow. Tato and Dan riding side by side were close together, traveling slowly. Now look at Victor, Tato. Seems to know there's quicksand right next to the trail. Ah, him no danger. He's keeping away from the edge. He's never seen quicksand, has he? I mean, not think so. Well, how does he know it's dangerous? Oh, horse no many things him never taught. It's hard to understand, isn't it, Tato? Take fire, for instance. Victor probably knows fire is dangerous even though he's never been burned by it. That's right. Same way, him no bad snake danger. Golly, Victor's sure a smart horse. Hey, you think he knows we're going to join the lone ranger and camp? Maybe him no.  Yeah? From here, wait, rain up. Hold it. Hold it. What were you going to say? Well, from here, you see wagon trail on top of mountain. You see line of trees. Yeah? Trees, border trail. So that's where the wagon trail runs, huh? Ah, that road to Barnsville. This trail makes shortcut. Oh. It's good trail to know. Apply me sure to you. You remember it? Sure, I remember. Might be handy to know a shortcut from Barnsville to... Wait, look. Hey, there's wagon up there. Something's wrong. Wagon, heavy loaded. Look at it come, Tato. It'll be killing me. Tato, that thing had hit us we'd have been done for. Dan, you do good job. You keep tight grip on Victor. Keep him from getting scared. Ah, sure. That was the thing to do, wasn't it? Ah, now watch wagon.  Oh, golly. But, Tato, there weren't any horses hitched to it. That's right. And that's plenty strange. The wagon couldn't have started over the side of the hill by itself. If it had gone over through an accident, there'd have been horses. Dan, wait. Yeah? You see boxes on wagon? Sure. You see what boxes say? I can just about make out the writing. It says... Damn. Get him close. Great day. Stay close to the side of the hill. That shot was fired at us. That's right. Hit the rock. Someone on wagon trail shoot. You stay close to the side of the hill. Wait, Tato, don't... Let me see who shoots. Tato, that came closer. Tell us some place on top. You may not see him yet. Yeah, but he can see you. He'll show himself for next shot. Come to see him then. Why would only one want to shoot? Tato. Tato, fall. Tato, you're falling. Try to save him. Get him up scot. The man was lost, didn't he? Yeah. Tato did his level best, but that would-be killer came down hill too far away. Tato couldn't get to him in time. We pitch horses here. They're too fine horses, Tato. At least they didn't slide down the hill into the quicksend. Tato had me follow the trail alone, leading scot. He went up the hill to look around, found the horses. Nothing else there, Tato? No, no other sign. I'll drive wagon-long trails, stop near Swamp on hitchhorses. I see. Then give wagon shell. You don't know what the wagon held? Oh, yeah. What do you do? It held barrels and cases. They were labeled property of the United States Army. Oh, I see. They held powder and cartridges. Powder and cartridges. That sort of goods could be going to only one place. Where's that? Fort Carter. Oh. A few miles beyond Barnsville. Why follow sand wagon into quicksend? That chemo sabay remains to be learned. Oh. Was there any indication that more than one man was on the wagon? No. All right. Here's silver. You saddle up? Yes. Steady there, boy. Then, Tato, we're going to divide forces. What can I do? Skirt south of Barnsville, Dan. Steady silver. South of Barnsville. Yes, sir. Take this silver bullet. Here. Catch. You go west. After you cross the bridge at Caney Creek, watch for a stockade on an unbroken plain. That's Fort Carter. Tell the guard at the gate to give this bullet to the commander. Well, you know what the bullet means? Who said it? Captain Martin's in command. He'll recognize the bullet. Ask him if he expected ammunition. If he did, tell him what you just told me and meet me here. Yes, sir. You make the fort before dark.  All right. Now, on your way. Get up, Victor. Hello. What do you want me to do? All right. Let me watch Dan till he's out of sight. He's going, Kimosabi. Filling out. Ah, him plenty fine boy. How did he conduct himself? Oh, him show good horsemanship. Victor ready to bolt when wagon come downhill, but Dan keep him under control. Good. Out huddle, Chief Thunder Cloud and his friendly engines know all about things that happen around here. Ah, him north of here. You could ride to him in a short time. And me, Savvy. You see, someone wanted to keep that ammunition from the army.  That can have just one meaning. Big things are happening. Ah, you go. Now. Get him up, scout. Now, Silver, we'll see what we can learn in Barnsville. Is that it, big fella? Come on, Silver. As the Lone Ranger rode toward town, he removed his mask and tucked it beneath his shirt. He drew a battered hat from a saddle bag and replaced his clean stetson. With practice fingers, he affected a simple disguise that concealed his own clean-cut features. When he rained up before the store in Barnsville, he dismounted in the easy, careless way of a ranch hand. He sauntered toward the store, then suddenly... Captain Martin. What's Captain Martin doing here? I have to wait a little, stranger. I'm taking care of the captain right now. I don't mind waiting. We're all through, Jim. That delivery hasn't come here. We'll just have to wait, that's all. Captain Martin? I suppose it's real urgent, ain't it? Oh, no, it doesn't matter a bit. We have an ample supply of ammunition. I'll send word to the garrison as soon as it comes. Yes, sir, just as soon as I can. Thanks, Jim. Now, stranger, what can I do for you? Oh, here's a list of things I want. You'll get them together, and I'll stop back. That's a sizable list. You got the cash to pay for them? You can take it out of this. But I got to have time to sum it up. You want to wait? I'll change when I come back, Jim. Suit yourself. But you shouldn't be so trusting. You won't find many storekeepers as honest as I am. Oh, Captain. Yes? I'd like to speak to you. Well, I'm something of a very... My horse lost his shoe. I want to make sure the Smith does a good job. I'll walk there with you. Well, I... Come on, Silver. Follow along, boy. Wait. Yes, Captain Martin? You call that horse Silver. I sent a message to your garrison. A Silver bullet. I knew you'd be here in town. I've never seen you unmasked. There are times when I use a disguise. That's what I thought. The ammunition you're waiting for will never arrive. What? Are you sure? Yes. It's been destroyed. Exploded? Burned? No. Lost in quicksand. Oh, the fiends, the devils. They're cunning. They're treacherous. Who? Sitting crow. Not really. See nearby? Too near. He knows Barnsville as a wealthy community. He knows the people here made a lot of money in gold for jewels and liquor and silks that were brought from the east. He wants those things. Sitting crow. A half-breed Indian leader. He also knows that as long as Fort Carter stands, he can't attack the town. And he's the one who destroyed the ammunition. Must have been. He probably knew our supplies were low. Captain Martin, let me tell you just what happened. The Lone Ranger outlined briefly what had happened. Meanwhile, far out beyond the garrison, sitting crow, a half-breed, who had enlisted the aid of scores of renegade Indians, sat with his men around him in a valley. He addressed Butch Larson. You needn't be concerned, Larson. I made sure of the faction. And how can you be sure that ammunition won't get to the fort? I know the man I paid to destroy it. All right for that. But what about the supplies on hand in the fort?  I'm sure.  If we attack them troopers when they got a good supply, we'll get licked. I know what I talk about. That's enough. You know, sitting crow, the fact that your port engine makes you just the right sort for this kind of job. I know. You can get along with those savages you got lined up. And then at the same time, you can talk white man's lingo just as good as I can. We act soon. How soon? The sooner the better. That's what I say. Tonight. Tonight? Good. That's great. We must creep quietly up to the fort, get our men placed in ambush, and the plan is to draw as much fire from the troopers as we can. Make them spend their shots. I get it. And when they're out of ammunition, we can storm the place. I'll get the red skins ready right away. As soon as it gets dark, we move. When Dan learned that the commander, Captain Martin, was not on the garrison, he at first thought he'd start back at once to meet the Lone Ranger. Then he realized that the masked man wouldn't look for him until the following night. He might not even be in the camp. That's right, youngster. So you might just as well stay here till daybreak. I'll show you around the place. We have some mighty fine horses here. I should say you have. I saw some of them. I'll show you all of them. You know, Dan, I was just a little older than you when I joined the troopers. You were? Hey, you think I'm old enough to join? You're about 16. Well, I'm 14. No, is that so? You're big of your age. Now, here are the gates. They swing wide open when we have wagons or a lot of horses to move in or out, see? Yeah. There's a little door here for a man to use. Needs a little grease. It's all right, Guard. The order of Captain Martin, no one is to enter or leave. That's right. And between the two of us, kid, I don't like the things that darkness is concealing. What do you mean? Generally, the frogs and crickets over yonder make a lot of rumpus at this time of evening. Tonight, they've been silent. That means someone's near them. You know things, huh? You better keep a sharp watch, then. Kit! Errol.  It might be barbed. Leave it there. Just shoulder inside. Hurry. Corporal of the guards! Kit, let me help you. Here, lean on me. I'm all right. We'll let the sergeant take it out. Here, I'll slap it off like this. Tom will show me. Dan, you're all right. It's a doggone shame you had to be caught here. Because now, Dan, we're in for it. The curtain falls on the first act of our Lone Ranger story. Before we continue with the next exciting scenes, please permit us to pause for just a few moments to continue our story. Darkness hid the outlaw Indians who surrounded the stockade at Fort Carter. One of the barracks, Dan Reed, sat beside his newly made friend, Kit, while spasmodic gunfire sounded outside.  The stall bonus fix the arrow wound up first rate. How long do you think those Redskins will stay on the job? Hard to tell. If we had powder and cartridges, we'd doggone soon to get rid of them, but we haven't. What? Oh, golly. There's some on the way, but no telling how long it'll be before it gets here. Kit, I'm afraid it won't get here at all. That's the reason Lone Ranger sent me. Lone Ranger? Great Scott, you know him? He's my best friend. He sent me to tell Captain Martin about the ammunition being lost in quicksand. That accounts for it. For what? The Redskins. I wondered if they'd come. Somehow they'd learn that we were low on ammunition. Is that why the cannon isn't being fired? Sure. There's enough powder to fire the cannon a half a dozen times, but that's all. I suppose the lieutenant will save it till the final rush of the Redskins. No use throwing it away while they're scattered and then hiding like they are now. What Indians are they, Kit? Renegades. A breed by the name of sit and crow whipped them in line. He wants to raid Barnsville, but he knows he don't dare while his garrison stands. He's got to wipe us out first. Well, he won't do it. No, he's crafty. He'll deploy his men to draw out fire until we're out of ammunition. Then he'll storm us. Yeah, but the Lone Ranger can help. Dan, did you give me the true facts about being sent here by the Lone Ranger? Of course I did. And if Captain Martin went to Barnsville, the chances are the Lone Ranger will see him there. I don't know. You don't know what? What even the Lone Ranger can do? Is there any ammunition in Barnsville? No. There's no place nearby where there is. Kit, where is it? Oh, there you are, Reed. Yes, sir. The lieutenant sent me. Yeah? You'll not be able to leave in the morning as your plan. Oh, but I got... We're surrounded by the Redskins. It'll be death to try and leave here. But I've got to go. I'm going to meet my friend tomorrow night. Sorry. Those are orders. Yes, sir. No choice, Dan. Orders are orders. Where do things stand, Melt? Pretty bad. How long will the ammunition last? Around 24 hours at the present rate of fire. Orders are out of fire only when a Redskins is clearly seen. But they're tricky. I know they are. They're setting up dummies to draw our fire. They know about our lack of powder. They didn't. They sure suspected from the way we're firing and the fact that we're not using our cannon. If I could only get word with the Lone Ranger. If only he knew about this. Hey, maybe Victor could get me through the Redskins in the darkness, huh? No chance, Reed. Sorry. Well, maybe I could fasten a note to Victor's saddle. I could go straight to Silver if I told him to. Forget it, Dan. But maybe the Lieutenant would let Victor out. He didn't see anything about a horse leaving. Dan, here's what had happened.  Then they'd get not only us, but the Lone Ranger as well. You want to risk that? Golly, Kit. The Lone Ranger's just got to know about this. Unless he could make powder and bullets out of thin air, there'd be nothing he could do. Yeah, but Kit, you don't know the Lone Ranger. The half-breed and his companion were shot from the gunfire, watching the occasional burst of rifle flame from the stockade. Larson, there's the answer. Sure it is, Sitting Crow. Those troopers would be blazing away like gold get out if they had the cartridges to spare. And if they had part of the spare, they'd use their cannon, huh? Right. It's just a matter of time, that's all. With daybreak, we make use of several schemes to draw their fire. Wait. What is it? You hear anything? A couple of horses coming this way. Come on, we'll sneak over to the bridge. Maybe troopers are returning from time. If they are, we can drop. But my place is with my men. Captain, Dan Reed is in that fort. My friend, the boy of just 14. And I'm responsible for him. He's there because I sent him there. Yes? He's sharing the danger with your men. I own inclinations to try and reach his side, just as you want to join your men. I feel the greatest chance for his rescue lies concerning Tatto and Chief Thunder Cloud. You're not a soldier. There are times when duty must be served, even though it means death. A garrison may fall if you don't do as I say. That doesn't alter things. I must try to reach the garrison.   Captain, that rock. Silver, they got him. He's fallen.  Live, Silver. We'll get him. We'll stay, boy. He'll count your shots when your guns are empty. At that time, we'll be out of here. We'll come back. Come on, big fellow. The wind, the lone ranger, held the wounded captain with one hand and provided Silver with the other. In the shelter of a small camp near Barnesville, he rained out. Oh, Silver, oh, fellow. Oh, oh. Oh, me glad to see you. Tatto, you're back sooner than I thought. What happened? They left the fire and examined the captain's wound. Trouble has already started at the garrison. Oh. Here, ease him to the ground. Let me take him now. It isn't bad. There. Let me take a look. Daddy, big fellow. Now I've got some water. What about Thunder Cloud? Let me see him. The troopers need help, Tatto. You'll have to go back and tell Thunder Cloud. Ask him to send his brave to help fight the renegades. Thunder Cloud in Bali alone. All and other Indian gone. Gone? Ah. You squaw in Papuson village. All brave, all hunter, gone on big buffalo hunt. Not come back for many days. And they'll be too late. I guess there's not much use fixing my wound. Now let me fix it now. Keep me alive. The only survivor because I wasn't with my men. I don't want to live. You've got to live, man. You will live. That wound isn't serious. You'll live for what? Captain, how long can your men hold out with the ammunition they now have? One attack, that's all. If the Indians attack, it'll be the end. They will attack. They will? Unless your men have ammunition. Which they haven't. There's no place to find it. Hemisabi, I'll be back. Where are you going? I'll be back before daybreak. And Captain, I'll need you.  Be fixed. Steady big fella. Come on, silver! Daybreak found the troopers inside the garrison, hollow-eyed and tired after a night of constant readiness for the attack they knew would come. How much ammunition's left? Mindy little. Enough to give the skunks a few good volleys if they try to storm the fort. A few good volleys. Then it's hand-to-hand. That won't last long. We're way outnumbered. Kit, you man this cannon. There's powder for four shots. That's all. I'll handle it. Let me help Kit. It's better than just sitting and waiting. It might as well. You're knocked down by a bullet, Dan. You'll be better off to the men that survive for hand-to-hand fighting. What about the other guns? Each of the cannon has a share of the powder. When they've been fired a few times, we're at the mercy of the red scheme. Sitting Crow in the hour just before Don had been gathering his men in a tightly packed mass ready for the final instructions before the attack. He turned to Larson. Wait a few minutes more and fire the signal. Why do you wait, Sitting Crow? Until the sun is over the horizon, then it will be in the troopers' eyes. You don't miss a trick. The snakes will probably come from out of the sun. We can look for an attack from the east. I reckon the lieutenant figured the same. He's got most of the cannon pointed that way. Guards, keep sharp watch from now on. Fire only when you see the target. Make every shot count. If we only had a good supply of cartridges. If we only had plenty of powder, these old cannon would tell those redskins where to go. You wait, kid. A lone ranger will do something. You can't make powder out of thin air. Silence fell as the sun rose in the eastern sky. It was silence that seemed grim. Impending doom hung like a shroud over the hand full of brave men on the stockade. Sitting Crow and Larson had leers of anticipation on their evil faces as they saw the horde of savages beside fast ponies ready for the charge. Now, you men, hold that battering ram. You've been taught to use it. You men keep close to replacing it in the fall. Smash the stockade and get aside so the others can go through. Those troopers still have some ammunition, Sitting Crow. They'll use it fast when we attack him. Ready? We're moving three minutes. Here's your son. All right. I suppose they'll storm the gate, huh? Probably all three of them. Some of the men heard them cutting trees in the night. That means battering rams. Only the lone ranger knew. The tension increasing as each moment passed, the troopers waited, determined to give up their lives only after bitter fighting. And then from far off, the sound of a ringing cry floated on the air. Dan. Jeff, I heard it too. I thought it was my imagination. Reed, I heard a shout. It's the lone ranger. No one else would call out that way. Let me look. Jeff, look to the creek, the bridge. There he is on a wagon with Tunnel. The captain is with them. They've barricaded themselves with barrels and boxes. They're coming here. Stand ready to throw up in the gate. The wagon drawn by the mighty scout and mightier silver crossed the bridge as gunfire broke out of the ranks of the savages. The bullets spat against heavy cases and barrels on the wagon, without harm to the three men who rode. A cry of surprise broke from the lieutenant from the fort. Those are ammunition cases. I knew we'd do it, Jeff. Did I knew the lone ranger, Tom? All those gates wide open. Hold them. Hold them. Hold them. Hold them back. Here's your commanding. Let them have it. Fire at will. Yippee! Back at gunfire, pouring from the fort, the leaders of the savages knew there was no hope. Right away. Get out of here. I got the ammunition. I thought you'd prevented that. Something slipped up. Right. Get up there. See, sparring. They're on a rain shower. Did you see them skedaddle, sir? When they realized we had plenty of powder and ammunition. Maybe we'd better break up those cases. We've spent all the stock we had on hand. Golly, get that, kid. Dan, out of... Out of... You and I are going to tell Chief Thunder Cloud what happened. Yes, sir. Captain Martin, what about the cases? Should we unload? No, Lieutenant. But give Tom to a hand and unhitching his horse. Detail the squad to return the wagon to the store in Barnesville. Yes, sir. It was a lone ranger's idea, and it worked. In a few days, we'll have Chief Thunder Cloud's men to help us round up those crooks that survived. Now they have committed a crime against the government. We can attack. Yes, sir. But the ammunition. Cases are filled with dirt and stones. No ammunition? None. But sitting crow thought there was. That's all it was necessary. Great guns. Mada-tada. Ah, if they'd attacked instead of retreating, they'd have had us. Soldiers would have attacked. But those cowardly crooks are not soldiers. The lone ranger had them figured right. Men, I want to publicly acknowledge our deepest gratitude to the lone ranger. I'll send the boys! The story you have just heard is a copyrighted feature of the lone ranger incorporated.


The challenge is part of our culture. Gee, Jesse, why do I have to learn that stuff? I'm not studying to be a business manager, and I don't plan on ever getting into this sort of field. That is the culturally correct concern. That only special business people have to know about organization, special people in leadership positions. The purpose of this course is your empowerment. This is not a course in how you hire and elect the right people to exercise power for you. Working with others in the structured effort is how you discover your power. This lesson is presented as a blueprint for coming together effectively. It can be joining with other parents as a public to promote a more effective education of your children, or coming together as the people of the United States to demand an increase in citizen representation. Empowerment is enhanced by the ineffectiveness of our currently preferred approaches to gaining group results. This provides new opportunities for those who can organize effective efforts. Return to eight-year-old Susie carrying that football. The organization that is not able to bring its own resources to agree on a concept of success, a concept of performance produces drama, not results. Even a small focus group can reset direction of those who are intent on overcoming each other. We begin with the black box itself, and it is a visual tool. It is a tool for someone who has something to accomplish in business. It is a family to support, or a profit to be earned, or some valued end result to bring about to a reality. This takes on greater significance for ongoing business efforts. Corporate effort only continues with an influx of resources, and its inputs have to come from outside the corporation. For performance orientation, we address those outside as customers. They form a symbiotic relationship with the corporate effort. Corporate efforts provide the corporate effort with input through their purchase decisions. Those purchase decisions result from a receipt of corporate products that customers value. The corporate effort converts its inputs into valued products as a way to continue an operation. If the corporate effort produces something that customers refuse to buy, the corporation soon goes out of operation for lack of necessary inputs. If the corporation produces more product than customers are willing to buy, the excess earns no income through sales. And now for this simplistic stuff, what does it mean to you as an individual? You are the one who needs to deliver something of value to others, an understanding of our reality that includes both the value to be gained by others, and the vision of how you can do it. Now you have something to accomplish that includes the efforts of others.  Our subject is personal empowerment. It is how-to for you to gain results through what you decide to do. The efficiency of arranging the efforts of others to gain that performance is going to be part of their commitment. You will not be empowered by just doing what we have always done that gets you the same results as we have already had from our past efforts. Change requires people to do something different. To better see what needs to be done, we open the black box. Again, this is not to see what is inside, but to see what has to be inside for it to accomplish the purpose for having an organized effort. The foundation for this tool, a visualization, is the concept of performance. It is converting what comes into the organized effort into valued output. It is a productive purpose based on a valued result. With a modern business organization, management has to purchase the efforts of employees. That comes with the obvious problem of corporate leadership, assuming privilege and determining what others will value. And that approach works poorly. It creates a second purpose for the organization, challenging the ability to operate to either purpose. We open the black box to see what has to happen, and it is in terms of internal black box units that are necessary to complete the larger performance that keeps the organization in effect. For the larger organization, it supports the delivery of output that is valued by customers to those customers. It supports customer purchase decisions. Our working principle is that the performance output becomes the input for someone outside the working group who needs or wants that output. Performance vision insists that the value of what is accomplished can only be determined by someone who receives it, not by someone inside the organization. Consider that we also address the value of management in like terms. It does not have any direct part in the operation of the performance cycle. Business products do not have business level value as they do not get delivered to anyone outside of the business. What management generates and delivers are internal products, products to be valued by those in the organization who receive those products. So what does management generate and deliver to its internal customers that they both value and receive? We drop immediately back to the vision of the work group in the production area. What does the foreman provide to the workers for them to value? What does the production area manager provide to the production area workers and foreman? It is right back to the value of teaming. It is the establishment of trust relations that are valued by the people who are there to be effective. It is support for the success of support in doing what they have come to value. It is the foreman who in time of need steps into the production line for a worker, even though it is not his job. He steps in because he owes it to those on the line to support their common performance success. He delivers the support those workers need to be a success in what they do. Contrast this with the boss who assigns and receives as his duty. The foreman approached to production work, replaced the boss approach in fairly short order while they were both functional. They both did get the work done. The foreman was able to accomplish more while expending less and also had much better working relations with his charges. So what is the valued service of organizational management? What is it that those who are doing the work so value that they would commit their active support to leadership? It is right back to what was done in production. It is management providing organization by dividing the work into elements that can be resourced to assure each one is successful. It is watching over the operation, stepping in whenever and wherever someone would hamper or distract those who are doing performance. In the production area we have three general types of human assets. We have production workers, those who receive work inputs and deliver work outputs. We have the foreman who arranges, defines, and teaches and monitors the worker efforts. And we have support people whose efforts are to assure that the workers do not have to hesitate in their productive efforts due to any lack of their assigned support. Each of these can be seen in terms of black box units within an opened group effort. It is just like our opened black box for the organization. In management we have managers who arrange, support, and monitor the efforts of others providing them with central purpose and protecting their efforts as they see to it. We have support groups whose natural function is assuring that others in the organization never have to pause in their efforts for lack of their support. The management purpose is gaining performance through those who do the work. The foreman does not figure out what the workers must accomplish. That is defined by the productive output from the group, the value it has to those who receive it. There is no foundation for any foreman setting his own goals and objectives on his workers. They are not there to serve the manager but to assure the performance of the work group in terms of what it produces for others. As each worker is given a task that adds to the performance of the group, so each element of the larger organization is given a task that adds to the performance of the larger organization. As support workers are given the duty to support, so should support elements in management be given the duty to support those who receive their services. We can visualize the relationship between workers and the work group. The open black box for the work group shows what has to happen within the work group. The output of each worker on the production line becomes the input for the next worker. If there is any failure in the first to deliver that output to the second, the work stops. There is no further action by the one who normally would receive. That worker cannot continue to get things done on behalf of the working group. In a like way we have the relationship with management. The work group black box shows the foreman servicing the workers, giving them the structure, direction, training and protection they need to be a success at their individual parts of the group effort. He helps them define success both as individuals and as part of a group that has a productive result. The foreman has no product that gets delivered to those outside the production group. He shares in the success of the people who work for him. In a like way the material handler services those who do the performance for the group. There is no productive result of supply that will separately define success for a material handler. Success is achieved when the supply service meets the needs of those who do the productive function of the group. Our material handler has unique inputs and outputs. He receives parts and materials from outside the group, including any in process outputs from other groups. He delivers these to where they are needed as a service that serves the production workers. He supports and that support service is what he gets to deliver to others. It is an input to their efforts so that they can accomplish what they have to do as part of the work group. In our larger production area with its many production groups the output from each group becomes the input for the efforts of other groups. It is that same black box visualization that allows us to focus on what has to be accomplished for the larger effort to be a success. Each work group has to do its part. Each support group has to satisfy the needs of work groups that are supported. Management has to arrange for the larger effort to be a success with success in terms of product that is ready for delivery to organizational customers. Consider that there is a problem with producing the pin connectors for the car's brake pedals. The pedals cannot be added to the product. The production line cannot do finished assembly without having those brake pedals installed. Those with many production efforts have to work together. The production area values the output of those who create the connector pins. That output becomes the input for the assembly of the automobiles. The whole corporate effort can also be visualized using the black box approach. It includes executive management. The leaders are also employees hired to see to the performance of the larger corporate effort. With the tools we have already developed it is easy to visualize a structure and operation for an organization that will be focused on getting things done. Being able to see this is more likely to be frustrating than effective. The answer from modern management is received from the other side of that barrier between management and labor. It is, that is not the way we do things. If any are so bold as to suggest that it might be better than the way we have done things in the past, the answer is also known. Leave running the organization to those who have been trained and are well experienced in running things. That barrier between management and labor based on production is real and it is maintained by senior leadership honoring their expertise in how they learn to run things. It is based on privilege not on performance and will be just as stable as any other privilege based system. That is the reality. It is that privilege does not surrender to performance. The modern leader runs the corporate effort using the tools of delegation and assignment implementing the purposes recognized by leadership. The modern leader knows how to get things done in such a systemic approach. We have a history that demonstrates a competition between performance based and authority based management. As you should remember, we have encountered this before, it was with workers answering to a boss. The assignment to each subordinate is based on responsibility for a result and it is up to this subordinate worker to figure out the best way to meet that assignment. It is what we had as a basis for employment before Taylor's scientific management and before there was a modern foreman. We also have witnessed to its replacement with coordinated work efforts under the foreman. That approach is a whole lot better at getting things done. And we also have examined a few anomalies that exist in the organizational management area. We know that there are challenges in administrative management approach that are all but ignored by senior business leaders. We know information security and an effort that doesn't even have a product that is an input to the performance of other groups. It has no internal customers. There is no way to even improve its effort. It is technically unmanageable. It just uses the resources that are delegated to the group the best that it can. We know the performance test of value for support efforts. If you spend twice as much for information security, how much more income would the business be able to earn? If you cut its cost in half, what effect would that have? In this, you have a potent tool for presenting performance orientation. It is just another aspect of black box analysis. It is looking for the support of impact of the support effort. The vision is the tool. It is being able to see value relations. This internal support group is like hiring an internal auditor to serve the production environment, assuring that workers are focused on delivering value to the organization. On the production side, it would almost immediately be recognized as a waste, attempting to solve a problem with people as individuals and does not apply to work groups. The output from such an effort would not have value to anyone who was part of the production effort. The vision is the tool. It is not even that such a position might exist. But that administrative leadership would have no general challenge to someone hired to provide this service to production area operations. The challenge is not the one who is employed as an auditor. It is in not seeing how this could be a problem. And then there is the challenge of the organization's customers. They are the only decision makers who decide the health and welfare of the corporate entity. If they decide to buy the products of the corporation succeeds. If not, it fails. It will go out of existence. Customers do not make their purchase decisions based on the goals and objectives of business leaders. In general, they have little if any knowledge of what the corporate leaders may have decided to promote. They make customer decisions based on their personal needs and wants on how well the specified product will satisfy these. And the price they would have to pay to get what they want and need. Getting the public involved in internal business efforts usually takes a corporate leader goal or objective that gets published to customers. We have an occasional but repetitious publication of goals and objectives that are so offensive to customers that they will refuse to deal with the business. For the most part, the really offensive management decisions involve attempts to manage the customers. Decisions to have effect on what they do or how they do it rather than performance. What is truly amazing is that these tend to be otherwise intelligent leaders. But there is no upside to such a publication. There is no way for any such effort to increase the value of their products or services and no way to garner any income from such an effort. It is waste to even attempt such an effort. With current privilege orientation where the focus is on corporate culture, this clear source of performance waste works to limit the customer base to the right customers. Serving only the right customers limits the business income by eliminating customers who do not agree with the policies of business leaders. That is a source of opportunity for future efforts.  It is a way to address the inability of a management leader family to run the business for the benefit of the owners. There is no reason for any of them to remain in position of authority except for protecting themselves from criticism. We open the organizational black box and there is management with a clear purpose for its performance efforts. It is to provide support services to the production function that earn income for the business. If it is expending corporate resources doing something else, we can approach that as ways to be eliminated. For evaluation, we have management metrics. We have how much it costs to serve those who are doing the organization's performance. There is good reason for management refusing to even look at such things. There are some performance groups such as our law courts, where we spend far more on management than we do on performance. We open the management black box and there is senior leadership with a clear purpose for its performance efforts. It is to provide support services to the administrative support groups that service the productive effort. Quite simply for the administrative orientation, the management approach starts with establishing and maintaining privilege. These leaders hire someone else to do their natural function so that they can concentrate on running the organization, on exercising their privilege. Performance management is not even an interest. They are planning for the future, guiding the corporate effort to survive and prosper in a competitive environment. They are building a highly functional corporate culture in which hired help are well cared for and protected in their productive efforts. And then these same leaders do something that is economically insane. Publishing a policy that can drive potential customers to deal with their competitors. If you need to put this more fully into our model, it is raising the personal costs of potential customers who might deal with the business. And it is raising that cost only for those unwanted customers. And then what is the answer? How can we possibly address this cultural challenge? The answer is in the negative. The longer you accept that your power comes from overcoming someone else, there will be no answer. The positive answer is that you come into power through unity with others who are then also empowered. We are addressing a huge cultural shift and the cost, the time and effort, will be significant. And then to the good news. You do not have to do it alone. The potency of organization is one of the values presented in the study of human performance. It includes a currently untapped potential for organizational unity. People working together so that their individual contributions do not have to be all that great a burden. For a working observation, if someone is intent on running things, they have to pay people to take part. Seeing to human benefit provides voluntary organization. Performance orientation does not provide a comforting and gentle understanding of our current business culture. It rather looks at measurable results, putting all the things that people do inside the black box. It has focus on just two things. The expenses incurred because of an effort and the value of what results from that expenditure. Consider the example of the U.S. automotive industry. The automobile as common transportation was initiated as a U.S. product. It had a vast public customer base that was eager for the benefits it provided and well-oriented to the freedom that the automobile provided to those who owned one. It had great public value. We will start small. A change in the office automation industry that remarkably increases the support for design prepares a comprehensive database supporting management and increases the ability to maintain communication, introducing the ability to share working efforts over a distance. Of course it is purchased for all those advantages, but performance orientation leads to challenges. Is this going to cost the business more to operate than previous management efforts? Is the value of this system going to increase income from sales? The focus of administrative orientation is on what people do, not on what they accomplish. Asking performance questions is likely to get a very harsh response on how you, by asking, are indicating your unwillingness to be a team player. Think of all the new things that having the system make possible. This can give wings to those working in management. The contrary question from performance orientation, will management cost be reduced? Or the service provided to performance be increased so that the cost is reduced in productive efforts? The focus of administrative orientation is on management giving good directives to those who are producing value for the organization. It is not on management providing value to production, but on management giving effective direction to working groups so that they do the work. It is management harvesting benefit from what productive efforts do. The deeper value sought by administration is stability, as maintained by administration. Challenging administration to reverse course when production can't see the benefit of what management does, is unlikely to yield beneficial results. It is likely that the cost of management will go up some minor amount with no impact on either sales or income. The U.S. automotive industry owned the business in the United States and administrative leadership set out to harvest benefit from corporate operations. It hired an army of employees to do the productive work and established a fairly traditional management system to service the employees and their operations. Leadership directed the design and advertising efforts to determine a profitable and effective business direction assuring good earnings from delivery of product to the customers who would buy. To get full advantage, competent people were hired into production management to set up a production area that would create and deliver product as designed. It worked well right up until foreign products started to be available. It was soon obvious that the customer base was not all that impressed with the value that domestic industry was prepared to offer. Foreign products were entering into competition for the U.S. customer base. It worked right up until workers organized into unions who didn't even share the same customer base. Their product was worker services, affecting the cost of labor. It was not only cost in dollars but cost in time and restrictions on how management had to treat its productive employees. The first response was advertising, getting those customers to buy what privileged leaders had determined to sell. Leaders have tried to negotiate with those rebellious employees who gathered in unions to exercise competitive privileges. And here we are with initial performance orientation. Competition yields drama, not performance. Entering into competition with customers only led to further customer choices. That did not include domestic product. Competition with workers achieved nothing but drama and contention, not performance. The cost of U.S. automobiles just continues to rise and there is open competition from foreign car makers who build their products right here in the U.S. In performance orientation we see an entire industry that suffers from privileged leader activities. We see worker unions that are every bit as effective as leadership in performance matters. So how much should it cost to own and operate a vehicle that gives a high level of personal freedom to the owner? We do not have any good answer, only the witness to extensive industry waste. So how much is a vehicle worth to the customer? The answer is in the purchased decisions of people like you and me. We still buy them, but there is not a whole lot of alternatives. Leadership has done its best to assure that the automobile is without competition. Next, we are to observe the automation industry with its rapid and frenetic development and marketing environment. It provides us with a cradle-to-grave example of industrial products, another that should be especially interesting is that of the D-Base program by Ashton Tate. It was a program that prospered along with personal computers, providing a good working environment for a small database application. It had facility for database design, programming and setup, data entry and data query. They all worked together reasonably well. For performance, they acted like the personal computer itself and served the user. It supported a single user who had reason to store, retrieve, manipulate and present tabular information. As personal computers evolved to greater capacity, so did this program, providing for more involved and complex program structures to maintain data. It supported some interactive data exchanges where users could share information between personal computers. Seeing the potential, the program grew to address centralized database applications with interactive programming capabilities supporting even macro data collections. This expansion was not well accepted by the data industry. There were a number of existing macro database managers and they already had their own following and the new D-Base product did not compare that well with these. For our purposes, for performance orientation, we returned to the early program and addressed customer and product. The product was for the individual who had data to manage. It provided a workable means to create a working data structure and harvest beneficial information from it. The value to the user was in its function, its ability to support business performance needs. It served the lower level manager and savvy office worker with a tool to handle data. It continued to do well when it was in that pattern, largely expanding the way that the individual user could handle data. But it did face a problem in competition with other programs, a problem of making data useful to others, working outside that individual user environment was awkward. It was addressed by upgrading the program to support multi-users on a single database. The lesson here is a harsh one. The black box for the improved product shows that the focus was no longer on serving the original user. The functionality for the individual user was subordinated to a much larger and more expansive program that served others. This was a very successful business that abandoned its customers. Decisions were made by those who ran the business to serve people who were not customers. The result is that their product ceased to sell. Customers do not concern themselves with senior leader decisions. They make their purchase decisions based on their own needs and wants. Leadership in that business made decisions to serve some other customer base and their business dried up. Improving a product by increasing what it can do for people is very attractive to modern senior leadership, but ignores the basic needs and wants of customers. When those needs and wants remain the same, increasing the cost, time, and effort the user must expend to use the product reduces its value. Human performance is highly consistent. We have a collection of people doing a productive effort to complete a performance cycle with customers. The question is how much their needs and wants for administrative support are going to change. Do the production efforts get the benefit from data systems? Is this what the foreman will value in getting his or her people to team effectively on a productive effort? Will an improved financial system be able to better see that workers and materials are brought together to create and deliver product? With the black box open before us, we see the working relationship in terms of what flows between internal black boxes. The output from when black box becomes the input for the next. The value of management is in the support that working areas of the business both receive and value in completing that all-important performance cycle with customers. So what is the value of a consistent and stable business culture to those who are performing the productive function? It is then that we realize that people, human beings, value working together. It is only when they pause from their joint efforts that cultural interaction becomes important. When people work as a team, there is no benefit from the consistency that is provided by a general business culture. To be fair, it does have value in the boss environment where people act as individuals. Consistency can raise the general expectation of what individuals will do. Its value is realized where people are assigned work as individuals and authorized by their office jobs. Consider management goals and objectives and the effect that these have upon the workers who are teamed in a productive effort. There is some obvious value in planning for future and being able to take advantage of things that happen in competitive dealings with the marketplace and changes in customer values, but that is not goals and objectives. Planning is a basic management function, one of the few performed directly by modern business leadership. There is value in potential product additions and changes that will be valued by customers or by new customers. Leadership can identify and initiate changes that deliver value both externally and internally. These are management functions of leadership. The challenge of administration is not one of doing management but of interfering with it. The bellwether for this is a centralized database, a tool that has little purpose beyond helping leaders run their organizations. It is a way to monitor performance without having to deal directly with people who are assigned duties and responsibilities. Keeping that data is duty aside to subordinates that keep the data as a way that serves senior leadership in preference to serving their local needs. It is a way to go around the assignments made to subordinate managers, a way for them to serve the leadership function instead of serving their needs. Of course, such a tool is wholly aligned with the leadership purpose of running things and is accordingly accepted widely as a justifiable expense. In our next session, we will be expanding upon what we have here for the purpose of efficiency in management. It is building an approach for evaluating and measuring the elements of management and support to identify areas where improvements are likely to be found.


Hi everyone, Joe for jazby's casebreaks.com coming at you with a one box break of 2022 Panini Immaculate UFC. Random number block break, number two, one box, all number blocks out. Those are the instructions right there if you're not familiar with it. You can obviously, the next one is loaded up in the store jazby's casebreaks.com if you wanna run that back. But here in this break, big thanks to this group, Garrett, Chris, James, appreciate ya. There are the numbers right here. Let's roll it, randomize it. Five and a three, eight times for names and numbers. One, two, three, four, five, six, seven, eight. Got Garrett down to Garrett. Five and a three, eight times for the numbers. One, two, three, four, five, six, seven, eight. After eight, we got seven down to zero. Member zero gets any and all redemptions in this one box break, including one-of-one redemptions. A rare occurrence, but it's stated in the description. Just wanna remind everybody of that. But Garrett's got his bases covered. He has both one and zero, so a moot point. Let's just show you the list as is. There's Garrett with seven, Chris with nine and two. Garrett with five, Chris with eight. Garrett with one, Chris with three. James with six, Garrett with four and zero. Now we can order these numerically. And I guess we'll pause the video when we come back. We'll see if there's any trades in the numbers. Then we'll have the break itself. Chastitycasebricks.com, B-R-B. All right, welcome back, everybody. No deals were done. Yeah, they're not too common in a number break, but the list remains the same. There's the final printout. Now we already did a box from a fresh case. We marked those box so we know they're all from the same case. And we'll go one, two, three, four on the dice roll. If I roll a five or a six, I'll just roll again. Four, one, two, three, four. Bottom box right there. Next one box break in the store, boys and girls, if you wanna run it back. Number of lock style makes it pretty easy. Now, UFC knowledge is not very strong, but I'm sure people in the chat will let me know if there's a big hit. All right, we're gonna start off with middleweight Marvin Vittori, 44 out of 49. But if you're not familiar with the number block breaks, we go by that digit right there. So that goes to number four, and that'll be for Garrett. So Garrett will get four out of whatever, 24, 34, 44, 54, 64, 74, 84, so on and so forth. All right, we got Vicente Luke, 93 out of 99, a welterweight. That relic's gonna go to Chris with the number three. We have Cabin, 26 out of 99. Norma Gometov, that goes to James, and the number six last spot, Mojo, strikes again. We got a flyweight, memorabilia and autograph to 99. It's Alex Perez, 85 out of 99. Goes to Garrett, and the number five. Another relic and autograph, it's Bantamweight, Misha Tate, 84 out of 99. Memorabilia and autograph for number four, Garrett. There's a cool looking photo right here. Who is this? This is a flyweight, flyweight Valentina Chchenco. 62 out of 75. She good? She's one of the best, she actually just lost her belt after a very long time. It was cool, she signs it as her nickname. All right, that's really cool. 62 out of 75, Chris with the number two. There you go, Chris. Not bad. There you go, ladies and gentlemen. Nice one box break in the books. Another one box break in the store right now, jaspyscasebreaks.com. I'll see you next time for the next one. Bye-bye.


In the lands of my forefathers, when we gather to celebrate the Mawlid of the Nabi sallallahu alayhi wa sallam, we say, Eid milaad mubarak, Eid milaad mubarak. May this celebration of ours be filled with barakah for us in this dunya and the hereafter. We gather to celebrate just a few moments ago, we were reciting certain verses of poetry on the Prophet alayhi sallallahu alayhi wa sallam. And there was a portion that we went through where it mentioned that the Prophet, and this is from the hadith, that the Prophet Muhammad sallallahu alayhi wa sallam was a prophet of Allah swt, even before Adam alayhi sallallahu alayhi wa sallam was created. He was the chosen one. Allah swt made so many preparations for him to come to this earth. Part of some of that poetry speaks of his lineage sallallahu alayhi wa sallam. That is precisely the individual who you and I on a daily basis say is our Nabi, is our Prophet Muhammad sallallahu alayhi wa sallam. This is an extreme honor for those of us that may have gone through and rightfully so at times feel sad, upset, lost, hopeless, helpless, know that we happen to be from amongst the ummah of the Nabi Muhammad sallallahu alayhi wa sallam. In Urdu we say, we are from his ummah. He had a certain amount of love for us, right, yearning for us. And the fact that in terms of space and time, right, space we are so far away from Madinah al-Munawwarah, the blessed city of the Nabi sallallahu alayhi wa sallam. Like the furthest away if we may. And in times, the furthest from the time of the Prophet sallallahu alayhi wa sallam yet, yet during the month of Rabi'u al-Awwal and even outside of the month of Rabi'u al-Awwal there are people, tens of thousands, hundreds of thousands who celebrate the Maulid of the Nabi sallallahu alayhi wa sallam annually and especially during the month of Rabi'u al-Awwal. This is a Bashara for all of us. This is a glad tiding for us. That those who make that zikr and who have those remembrances keep the rest of us sustained. Keep the rest of us protected. That is part of our tradition. We believe that for as long as we have believers in the ummah, we have awliya within the ummah. Allah subhanahu wa ta'ala would protect the ummah from calamities. Would protect the ummah from calamities to be a part of a community in a place and a time. It's such an immense blessing. Always remaining hopeful of Allah subhanahu wa ta'ala, the promise of Allah subhanahu wa ta'ala. I just want to share a few things really quickly before I close. We recite, there's two verses at the end of Surah Tuttoba which we frequently recite and we recited a little while ago where Allah subhanahu wa ta'ala says, I seek refuge with Allah from the accursed devil. He's extremely merciful with the believers. There's none worthy of worship except him. I put my trust in Allah subhanahu wa ta'ala as he is the Lord of the mighty throne. And the Nabi sallallahu alaihi wasallam explains to us how to put trust in Allah subhanahu wa ta'ala. That when the Nabi sallallahu alaihi wasallam was with his partner Abu Bakr on his companion in the cave and they were in that moment of extreme worry and difficulty. He said, he put his trust in Allah, he knew that he had done the right thing. He knew that Allah subhanahu wa ta'ala would look after him. He said, do not fear, inna allaha ma'ana, verily Allah is with us. Musa alaihi wasallam on the other hand, when he was fleeing the Pharaoh and they came to the river and his people said, oh Musa, Firu'un is behind us. He responded and said, inna ma'iya rabbi sayahdeen, that verily with me is my Lord. Some of the ulama of tafsir have gone to mention that with the Nabi of Allah, he mentioned the word Allah before he mentioned the word ma'ana. And this is because he was the Nabi Muhammad sallallahu alaihi wasallam. Musa also put his trust in Allah subhanahu wa ta'ala, but he mentioned himself before he mentioned Allah subhanahu wa ta'ala. We are from that ummah that puts our complete trust in Allah subhanahu wa ta'ala and asks Allah subhanahu wa ta'ala and when we ask Allah subhanahu wa ta'ala we don't ask for little things, we ask for big things and which is why I want to close with the hadith of the Nabi sallallahu alaihi wasallam. Abu Huraira r.a narrates that the Prophet sallallahu alaihi wasallam says if one of you asks Allah who makes dua to Allah subhanahu wa ta'ala let that individual hope and ask for great things as nothing has any greatness over Allah subhanahu wa ta'ala. There is nothing mighty for Allah subhanahu wa ta'ala. We simply in our minds and our hearts only ask Allah for so much when our Lord reminds us to ask Allah subhanahu wa ta'ala for the world of course we have to make an effort as well. We have to make an effort, we have to work towards it in terms of our actions and whatever means we have to take. But know that this blessing that we have of being from the ummah of the Nabi Muhammad sallallahu alaihi wasallam is a blessing enough. Is a blessing enough if this is all right? The only thing that will matter in the hereafter when it comes down, when all is said and done is our belief in Allah and His messenger sallallahu alaihi wasallam. As long as we have that insha'Allah we are in good shape. Everything else at that point becomes extra and our ranks in the hereafter continue to increase but in reality that is all that matters and we pray to Allah subhanahu wa ta'ala that may Allah subhanahu wa ta'ala Allah keep us steadfast on this path and may Allah subhanahu wa ta'ala keep our progenies until the day of judgment steadfast on this path.   If you are amongst those families where you told your children we're going they would be excited and happy basha'arah to you and your families because this is what will keep it alive in the generations after us may Allah bless and reward all of us and may Allah reward our hosts, our families, this community and may Allah subhanahu wa ta'ala this thing that we've begun where we are now meeting in person and sitting close to each other we pray to Allah subhanahu wa ta'ala that may this ni'mah and this blessing remain for us until the day of judgment and may it never be decreased and may it never be taken away from us and may Allah grant sheafah to all those who are ill and grant ease and aafiyah to all those in need Jazakumullahu khayran Salaamu alaikum warahmatullahi wabarakatuh