My name's Sandy, and I want to talk to you about self-selection. How many in this room have heard about self-selection and know what it is? A very, very tiny few. And that's excellent, because what I hope to do in the next 45 minutes or so is blow your minds at least a little bit. Self-selection is a process of allowing people to pick the team they want to work in. And it's based on the idea that people perform best if they work with the people they want to work on the things they want to work. And we have done this in New Zealand, and it has worked really, really well for us. So what I'd like to do now is ask you one more question. You can close your eyes if you like, but you don't have to. If you think that I walked into your organisation next week, and I told you, hey, everybody please down their tools. Don't do any work for a day. But please think about which team you want to be in and who you want to work with, and you'd be allowed to pick your own team. What do you think is going to happen? Would it be easy peasy, smooth sailing? Yep, I'll talk to you in an hour. Or do you think it would just be complete chaos and would never work? If you think of what work in your organisation, just raise your hand. Very few people. I promise you in 45 minutes more of your hands are going to go up. I want to talk about a time where we did exactly that. I worked with TradeMe, which is New Zealand's biggest e-commerce provider. It's a company of now 450 people, and all 450 of them have chosen themselves. Hello over there. And all 450 people have chosen themselves which team they're working in. And against the backdrop of this one story, I wanted to share some ideas and some concepts with you about how self-selection could work. We have done this with 250 people in a room at the same time, and it worked. Let me know if it moves again. So what I want to do is tell you a story about TradeMe. TradeMe is New Zealand's biggest e-commerce provider. And I want to tell you that story to be the backdrop of which I want to share some concepts and ideas around self-selection. We have learned a lot about this. We have learned a lot from our very first self-selection. And we have taken this to a huge number of subsequent self-selections that have worked well. And the good thing about sharing, the good thing about blogging, about taking the time to write a book, to write a self-selection kit, to get people to share experiences is that's ideas spread. So far, I know of 5,000 people in more than four and 50 teams in over 10 countries that have chosen their own teams and have picked who they want to work with. And that's just the ones I personally know of. But back to the story about TradeMe. TradeMe is the New Zealand version of eBay. We sell pretty much everything. We sell property, we sell motors, and we sell anything that's used or new, anything anyone might want or doesn't even want. We are now around 500 people, and we also conduct, we also are responsible for about two-thirds of New Zealand's internet traffic. We also sell 3,000 chickens every single year.  And TradeMe is a really successful company, but it had one problem, and that problem is success. If you're successful, what happens is there's more work to do. If there's more work to do, you hire more people, so you grow. And that's great, but it's also really, really painful because there's a tendency to introduce a certain element of chaos. And what we were facing was something like this for our projects. It's basically stop, go, stop, go. And the reason that was happening was because of the way we were organized. Whenever there was a new project, we found people to get together and deliver that project. And then for the next project, we found people again. The problem with that is that whenever you finish a project, the other people you're waiting for aren't necessarily ready. So you're waiting for someone else. You finish development and you wait for a tester who's still busy with something else. So we knew we needed to change something because even though we were deploying twice a day, we were really bad at getting the bigger stuff out the door. So what we knew was we needed to have stable teams, small cross-functional stable teams. And it's not something that we just wanted because we liked it. We had a problem and we wanted to have a solution for it. But we also knew that stable teams perform way better than teams that are being stopped and started at every project. There's some research done by Raleigh, which used to be a project management software for agile projects. And they looked into the customer's data and they found out that teams that were 95% or more dedicated had almost twice as much throughput as teams where people were on and off, and people were on more than one teams. But with those 60% higher performance, that's all very nice.  Any of those younger tech companies where you don't have this huge legacy, your own teams are ready so you can make some changes. But what about the rest of us? We basically had a pile of people. We didn't have teams. What we knew was we wanted and needed to get into stable teams. There's more research and the number of 60 seems to be magic here. And that research is by a guy named J. Robert Hackman. He looked into counterintelligence teams and what he found was the 60% of variability in performance came down to team design. And that just doesn't mean the right skills. That means the right team size and the right people who can work together. It corresponds quite well also with my personal experience because very often have I seen teams that are made up just of stars dramatically underperform. Apart from the 60%, 30% are dependent on how you kick off a team, either at the very beginning or even later on. And 10% come down to coaching and leadership. And just in case you're thinking 10% that's nothing, that's actually a lot. It's just if you haven't got the team design right, there's no point working on the other stuff. And because team design is so incredibly important, what do we do? We have managers select the teams. And that's not necessarily a bad thing. There are no bad intentions behind that. It's just very important managers need to do that. And it can actually work well. We have really good managers that trade me. We have people who are well-intentioned, who want the best for the people who work at trade me, and who also want to help them with their careers and have them work in the best possible teams. The problem is it doesn't scale very well. If you're like 10, 15 people, you still know everyone and you know everyone's relations with each other. If you're 100, 200, 500, you don't, even though you're a really good manager, because it gets more and more complex the more people are involved in this puzzle. And personally, I found it really, really frustrating because the number of times I've been in management meetings and we have moved people around, like little pieces in a puzzle, trying to do what's right by that person. Only to find out that the person we just moved really doesn't want to work in that area and also he doesn't get along with that other person. And it was really, really complicated and we weren't very good at it. And while we're stretching our heads, knowing that we wanted small cross-functional teams, we also got into time pressure because we had started an agile adoption with four teams and they were having a blast. You could hear those guys have fun and people, and they loved what they were doing and then there was everyone else getting more and more annoyed to start. And people were starting to feel a bit like second-class citizens. And while we're scratching our heads and wondering what to do, how to do this safely and quickly, we had something that we call a FedEx Day. It has been renamed to Shepherd Day but fundamentally it's a hackathon. It's a 24-hour hackathon where people are allowed to choose to work on a project of their choosing. And what we saw at that hackathon, at that FedEx Day was that people managed to get into small teams and work on the projects they loved. They delivered really good stuff. We have a virtual receptionist. We now have a book-of-room application where if you're standing outside a meeting room you can just book it. And we also have an app that tells you whether someone is in the shower. It's not a camera, by the way. But what I noticed during that FedEx Day was that people were passionate, happy and joyful, and they delivered. And they also put themselves on teams that were small, cross-functional, could deliver into ends, and that didn't need anyone from the outside to assign them to a team. Just chose those teams themselves. One person on one team. So we knew this is what we wanted, and we knew that we wanted to have something that we call the title of squadification, which is the prices of getting into small squads, small teams, really, really quickly by letting people self-select. And we did this in the assumption that people know best, that we wanted to push the decision around what teams we need and who should be in which team. We wanted to push that to the people who are more affected, who are closest to that bottom line of work. So they knew they had way more information than we had in management. And we decided that we needed to find a way to treat people like trusted adults who could figure out a solution to a puzzle.  We Googled it. Because surely someone had done this before. Someone would have done this at the scale and published a process. Have you ever seen an empty search result page? It's pretty much what happened to us. Turned out either no one had done this at this scale, or at least they hadn't published any how-to's. So we knew we had to do this on our own. And if you do something, we're not sure if anyone has done this before or not.  And we didn't know which one of those we were. And we were really worried, because we were messing with one of New Zealand's most famous companies. Using a process we hadn't used before. And we were worried if we just had people and we moved them into a room, they'd fight. They would maybe not even show up. There'd be some poor guy in the corner and nobody would pick him a bit like the school yard. And what do you do when you have something that's actually quite scary? You scale it down.  And that's what we did. So we chose one of the cities we were present in, in Auckland, where we only had 20 people. And we chose to trial self-selection in Auckland. The main thing that we learned is it works. We had a really good experience. It worked really well. And if people are trusted to do the right thing, they will. We also learned that if it takes us four and a half hours to get 20 people into four teams, if we want to scale this up, we need to speed up considerably. And two things were there that we realised. One, there is no point having iterations that take more than 10 minutes because no more decisions are being made. And the other is that we need to be better to communicate the status of each squad to each other so people can make better decisions. So for the trial that had succeeded, we decided we could just go all in. We needed to make this happen. We were fearful, but we also knew if we are scared and excited, it would be in the right place. And it was the right thing to do. The first question people usually ask me is how do you get away with this? How do you convince management? And actually, what has worked for me many, many times is not asking. It doesn't mean you do anything in secret. It just means you're totally transparent around this is what we want to do, this is why we want to do this and those are the benefits. From management point of view, if you've got people who are in good teams who perform well together, performance will go up. And you also know as a manager that if someone's not totally happy on the team they're on, they can't come and complain because they've chosen this themselves. And ultimately, from management perspective, what's the worst that can happen? You get everyone in a room, it doesn't work while you're wasted a day or maybe half a day. You can still go back to Plan B and do management selection. But it's not just management. It is also people who get really, really worried. People who are used to working in a certain way and all of a sudden they are being asked to pick their own team. And people get worried around can we actually figure this out? What if I choose the role team in running away my life? By the way, you don't. But people have all those fears and that's quite natural. So what we did about that is we talked to people. We almost had a PR campaign where we did an all company presentation. We sent out emails, we sent out newsletters. We had frequently asked questions and we talked to every single person who was interested in talking to us. What I did find really, really interesting was that there seems to be almost like the stages of mourning, a process that every single person is going through, including us.  And after a little while when they have thought about it people start to think, well, what if this doesn't work or that doesn't work or that doesn't work. And a little while later they say, what if it actually does work? Wouldn't that be totally amazing? And then they go to the latest stage where they decide, well, so how are we going to make this work? And the main thing around making this work is to be prepared. This is the head of the PMO and me, we're looking out over in the harbour in Wellington, New Zealand trying to figure out how the hell we would come up with a process that would make this possible to have 150 people in a room and make themselves select. Because we also knew that this needed to be well facilitated or people wouldn't trust us and it could easily end in disaster with people fighting and not working. Here's a brief overview of the process that we came up with. I know you can't read that but I'm going to share it and I'll talk you through. But the basic idea is that there's a preparation phase and then on a day everyone is being lit into a room. And while they're there, the first thing that happens is that the product owners pitch for their teams. They have two to three minutes to explain what their squad is about. When that's done, we take ten minute iterations where people choose which team they want to be in. Then there's a break where there's feedback, see which squads are missing something complete and then another ten minute iteration. And we're done when either all the squads are fully formed or you can't make any more squads. And the first thing that's actually not that easy is defining squads. If you're coming from a project organisation where things start and stop with projects, you basically have this pile of people. You don't really know which squads you need because you want them to be lasting longer than just a project. You want the group of people who have a purpose, a purpose where they can do many projects. They need to have a purpose and a mission. And this is basically structuring the organisation. And we also try it as much as possible to give those squads an external purpose. Because really what we wanted was people who would buy into their squads and also what they're working on. So all of them had an external purpose, like a customer facing purpose. For example we had a seller squad that made life as great as possible for sellers and trade men. There's a property buyer squad taking care of property buyers and so on. So we ended up with 16 of those empty sheets of paper that we needed to fill. And there's actually more to just having because we're quite deliberate around the size of this. One of our constraints was we didn't want to have more than seven people in a squad. So with the photos we had, there's no way you can get more than seven people into a squad. And also, this is the only role, the product owner was the only role that was pre-selected. And we did that because the way we hire product owners, their knowledge is very specific. It's quite rare that someone who knows a lot about property selling and buying also knows a lot about cars and motors. So we had those people fixed but everyone else could choose. And that was also the reason that those guys were taped to the squad where everyone else was movable. We tried to keep the number of constraints really, really low and this is what we had. Have people going to deliver into it no more than seven people and we wanted them to be co-located. We're in three different locations so sometimes it wasn't entirely possible but we'd rather have a full squad in one city and another full squad in a second city rather than a squad that was spanning two of the cities. The day before we had something that almost was Arts and Crafts Day. Cutting out 50 people's photos. It's a lot of work by the way. And we had little skills card because by keeping the squad small we want to make sure that people didn't just remain within the specialties but they could almost wear hats. They had skills that they could put on top of the photo and this is something that could come and offer to squads. So on the big day after lots of prep after lots of convincing people we were two facilitators who were ready, two backup facilitators who would help us read the room and were totally ready to go. This is the room where it looked beforehand. We had the squads papers around the walls making sure they weren't too close to each other because we wanted people to take the photo put it into the squads they wanted to be and physically move there. We also said hello to every single person who arrived and asked them to take their own photo and write their name on it. We wanted people to buy in from the very first seconds and here is the very beginning where product donors pitch. Product donors it really is two to three minutes and it's just a mission and the purpose, not any particular project and they tell people why they would be in that squad. All of this against the backdrop of a banner which says do what's best for trademen. Because yes, we want people to be happy. We want people to work on whatever they want to work on but also really we were asking for help. We were trusting people to solve a big puzzle and do what is best for the company trusting them that they would do a better job than us. And once we were done with that we just set a timer to ten minutes and people started moving around and we started go with a timer on the wall. This is what happens. It's pretty much nothing. It's really awkward because the first two to three minutes in every single self-selection that I have experienced everyone's really cagey waiting around, hoping that someone else will make a move. That's the time when you don't panic because three to four minutes later this is what it starts to look like. People start interacting. People start talking to each other. They start thinking through what is and how they can solve this big puzzle. If I go over here, what would that mean for that squad over there? After ten minutes we had a feedback round and we stopped and asked people to feedback what was happening in that squad. That looked something like, hi, I met from the seller squad. We have three testers and one developer. We need developers please. And that information could feed into the next round. By the way, I've never ever seen any company get this right in the very first round. I have seen squads with seven testers and nothing else. But the thing is, it's okay because all you need is the feedback and those things to surface and that feedback goes into the next round. It usually takes three to four rounds at that scale to get to a good result. And the next question is so when do you actually stop? At some point you just don't get any movement anymore. It's also if you're that many people it'd be too much of a coincidence to just have the exact number of people and skills to go from more than 150 people into 16 to 18 squads. It's impossible. So what we did was make sure we had a cut-off point. We knew that playing another round would not be helpful. So we knew that we had 11 squads that were fully formed that could deliver end to end and got a tick. We got four that were not reading. By the way, it's a lot better to have fewer squads but fully formed than have all the squads 90% reading. So what we did was we sent the 11 fully formed squads home and we kept everyone else in the room. We kept 20 people back in the room set right. We actually want to find a solution to this. And what's really, really important is making clear to those people that they are not the Muppets nobody wants to work with. It's just too much of a coincidence that this would actually be a perfect fit. With 20 people in the room, it's a lot easier to have a conversation. So we took all the photos off and what happened after that when people had more conversations and some people even started to sacrifice themselves, like yes, I can do this for a while because this is what my company actually needs. We ended up with 15 out of the 16 squads that we wanted. And to be fair to those guys we gave them the opportunity to come up with imaginary friends. They were missing a tester and they were missing a designer. And keeping in the spirit of self-selection we made sure that those guys had the right to hire someone from the outside into their squads. So that worked well but what did we actually learn? And we learned a lot not just from this particular self-selection but also all the other self-selections that I've done and that people have talked to us about. There's a number of things that go again and again and again. One of them is it's all about relationships. People don't usually admit it like we sometimes ask them so what did you base your choice on? What's best for trade me? What I wanted to work on? Who I wanted to work with? Or who I did not want to work with? Almost everyone said what's best for the company and what I wanted to work on. I think that's a total blatant lie because it's really not consistent with my observations. It's just people believe it's not okay. And the observations are for example that when so many people have to do an event together someone is going to be sick someone is going to be on a holiday and we have asked those people to nominate proxy and all the instructions every single instruction to a proxy has been whatever you do with me with you. And the other thing that we observed was sometimes people did not want to work with each other. We had a couple of Dutch people and whenever they ended up in the same place one would take their photo and put it somewhere else and then maybe they ended up in the same spot again at which point person number one would move again. You know what? It was actually okay but if just two people don't want to work with each other and that's actually okay and they didn't have to work with each other. People also always have the same questions before going into self-selection. Does that look vaguely familiar of what you might be thinking? I'm happy to answer those because most people aren't what's front of mind for most people is some people just going to get into fights and just start arguing and bitching. You know what? They don't. Not a single time have they done that and the reason is that when we treat people like trusted adults they behave like trusted adults and that doesn't mean that everyone got to do to be in exactly no squats they wanted to be in. There were conversations there were compromises and not everyone ended up in the squat but if they didn't they all knew why they didn't end up in that squat. Some poor guy in the corner who doesn't get picked everyone seems to have the school yard image of someone trying to find a team but they're not being picked.  There's no selection they're not picking whatsoever but we also take care of people who really don't know where they want to go so we usually have a section that is not in a squat please approach me. How do you persuade management? Talk to them, manage the risk and just make them part of it and it works but what has happened more and more recently is that we're being approached by managers who want us to do this with our own organizations and the main thing when you do this is people are fearful people are not sure if they can actually sort this out so what we need to do is give people the confidence that the way they naturally get into teams is okay and they can totally sort this. They're also not signing away their lives if they get it wrong and really want to switch afterwards we ask people not to switch after a couple of days but also because they should give it a try but if they really don't like the squat they're in they can move on and then there's the usual can you please add this constraint what about should we have one junior one senior developer should we have a certain amount of domain knowledge and it's really really tempting to do this but it introduces complexity every new rule introduces more complexity and it also pushes us towards management selection and re-opened makes us not see solutions that might be in our face and aren't they really unpopular areas the thing is if there are wouldn't you rather know that they are really unpopular so you can do something about it also they're usually different from what you think just because I think some piece of work is really boring doesn't mean that everyone else thinks the same they usually don't usually really surprising that's different areas from what I thought would be unpopular the only time I've ever seen self-selection not work is when it's not true self-selection we have a saying which is liar liar hands and fire if people pretend that there's self-selection if management tells people they can pick their team but then suggest which squad they should be in or I've also seen it when people have chosen their squads and after that management made some changes and I believe it's better to not have self-selection at all but to have an honest management selection then to change something that people have done and after our very first self-selection how things going we track how things are going in our company by asking people a questionnaire a number of questions in the three months they're based on Daniel Pink's autonomy, mastering, purpose and what motivates people we also added relationships and creativity at work and what we've seen is that people's happiness overall increases but the tendency is that people like what's happening we are now more than 45 squads and we're still growing and there's one thing that has been really really important for the employment brand people join TradeMe because they get to pick their own team and that's really really great there's one problem with that if you join after the self-selection and you join because you want to pick your own team it's really unfair not to let the new people pick their own team so what we do is we start hiring into squads where they're assigned to squads but every six months we have a new self-selection where people can choose again where they want to work it makes the choice a lot easier and a lot less risky and you can do something and say hey for the next six months I'm going to take one for the team or work on something that's not my first priority and people actually do that and when new people join we now have part of our induction program that we teach them about self-selection why we do it and how we do it and that it is a privilege to do so and I think that's important knowing the history is really important because when we're stressed we're really revered to command and control so this is part of our culture now and we want to make really really sure it remains part of our culture so why does it work I think self-selection works because the people who have the most information make the choice it works because people have skin in the game they buy into this and it works for them because they make it work and also because we treat them like the trusted adults they are I'm always marvel at the fact that we let people take bank loans buy houses, have children things that are way riskier than picking a team at work and when they come to work we tell them what to do and we're to sit so I think when we treat people like adults they also behave like adults and I want to now post the question again after what you have heard do you think someday in your organisation self-selection will work if so, as you hand I hope it's a lot more I hope that someday you can make it happen because I do think it is really liberating and empowering to be able to choose who to work with and what to work on and if you want to give it a shot there's a how-to in my book and there's also how-to on the blog there's just one thing I'd like to ask you if you do it please drop me an email because I'm collecting self-selection and I'd really love to hear from you and how you're going I think we have time for questions 5. What are some of the problems I have seen or perceived in this approach there are there's a journey towards that point where you are spending time and maybe in the short term you are investing time what I've seen is that you get that time back in the end you invest a day, you invest communication there's maybe some time problems long term I've actually not seen any the one thing I've seen is that's now four years after our first self-selection it betrayed me people take it for granted okay, oh yeah I'm here and I it's my right to pick the team I want to work with and they forget about the why that it is because they actually solve a big problem okay we re-squadify every six months was there any basis for why we chose six months no we just put a stake in the ground yeah, six months sounds okay and we would have changed it sometimes we did change it like once we had a complete re-architecture nightmare and decided to go for nine months and that was okay but usually it's a six month cadence check if I understand it right so how do you deal with the behavior if managers are trying to keep their own resources first of all we did not change any management structure if I report to my manager it doesn't matter which squad I am in I still end up reporting to that manager so we kept that and we also had both the culture and the structure where we did not have one person being responsible for a particular outcome so we are one company or we are one tribe and all the managers in that tribe have a shared purpose there's no my team versus your team my project versus your team and I think that's a question of culture and if you don't have it you change it it's going to take a long time how do you balance a project that's longer than six months versus a squad that re-squadifies every six months first of all the all our let's call them projects are way longer than six months because it's a squad with a purpose they stay together for years the salad squad and if we re-squadify with six months it's up to people to do what's responsible if all six of you decide to do something else that's not what's best for your company if you ask them that question I've also never ever seen that entire squad just spanned and went somewhere else you usually have one or two people deciding to move on why didn't we want co-location of the teams it's a lot easier to just turn around and talk to someone rather than seeing an email use Slack or anything so the more physical distance the harder it gets in that case I wouldn't do a self-selection around the globe I would do a self-selection each location there's fully formed teams in India they're fully formed teams in New Zealand and we'd ask you to please not do a team that's half Indian, half New Zealand I'm getting I have a conversation with you in a minute hang on and I'm getting the did thank you


In this study, researchers developed pectin-stabilized selenium nanoparticles, pectin-CNPs, to encapsulate curcumin, Kerr. The particles had a size of approximately 61 nanometers when un-encapsulated and 119 nanometers when loaded with Kerr. Encapsulating Kerr within the pectin-CNPs resulted in a higher loading rate of 7.4% and a pH-dependent controlled release of Kerr from the nanoparticle. Pectin-CNPs also increased the water solubility of Kerr by up to 500 times, making it easier to administer. Additionally, the nanoparticles displayed strong antioxidant activity and anti-tumor effects in vitro. Overall, these findings suggest that pectin-CNPs can be used as an effective delivery system for hydrophobic drugs such as Kerr. This article was authored by Yang Wu, Hong Liu, Xihua Li, and others.


The rat is a social animal, communal burrows, from which highway systems are constructed and along which they meet their associates. They seek food in company and quench their thirst in company and reproduce in aggregates. Our familiarity with the rat is usually based upon its living in close association with humans. We shall, however, be interested in the rat's own home life, the behavioral maturation of a young rat until it becomes an adult integrated into the rat's society. This film was compiled over a six-week period. It was taken at Towson, Maryland on a quarter-acre tract of land surrounded by a rat-proof fence. Within this pen, the several colonies shown in this film were observed for 27 months. Individual rats were marked with numbered aluminum tags inserted in their ears. They were also marked foresight identification by removing patches of fur. Rats construct burrows which form their major locus of orientation. Excavated dirt forms arc-like mounds. Tails connect neighboring burrows. As the underground tunnel system enlarges, the surface becomes one fused mound. Only one-third of the mound of this burrow is shown here. Entrances about which there is no excavated dirt occur toward the periphery of the burrows. Note the rat entering such a bolt hole. Radio extension of tunnels which emerge to the surface form these bolt holes. Departure from burrow systems is frequently with considerable caution. Trails from burrows may lead through holes and fences from which the rat can proceed to its source of food or it may join other rats before it again returns to its home burrow by way of the trailway system. Structure their environment in many ways including the denuding of vegetation. One of the important ways in which rats structure their environment is by plugging entrances into burrows. Here, a lactating female is sealing the entrance with dirt and rocks from the inside. The sealing of entrances is most frequently exhibited by lactating females. Low social rank also contributes to the increase in frequency of sealing burrows. After completing her job, the female comes out and inspects her handiwork. Other rats which might have entered and approached her young pass by. A single entrance may be used by several rats as the four rats shown here indicate. A female begins to modify this situation by plugging this entrance with grass. Her work is soon taken over by a male. Note how this rat pulls on the grass with both teeth and fore feet and that the fore feet are used alternately as in the overhand pulling of a rope. Several rats immediately inspect the recently plugged entrances. Sticks are also dragged over burrow entrances where they form a partially effective barrier. Rats are continually altering the appearance of their environment by gnawing on wooden objects. They are agile climbers. Frequently trees at night become festooned with rats. The tail assists in balancing. Manipulation of food forms a major category of manual abilities. Food objects held in the fore paws are rotated as eating progresses. When the objects cannot be reached with the teeth, they are raked toward the rat with the fore feet. Self manipulation as in this cleaning of the tail frequently occurs. Included in self manipulation is the grooming of the fur. The structuring of the environment by rats produces situations in which social interaction is increased. Trails are one such situation. Trails connect goals. They lead from the burrow to the source of food. They connect adjoining burrows. Increased contacts also occur where trails from burrows converge and pass through a barrier as at this fence. Structuring of the environment makes it easier for young to orient between goals. Note how this mother is followed by one of her young. Tails enable month old young to find water at some distance from their homes and there to meet strange adults. On the long course of maturation and integration into society, the rats' first associations are with its mother. She delivers them into the world. Naked, blind and helpless, they would not long survive without her maternal care. By two weeks of age, they are well furred but their eyes have just begun to open. They rarely venture out of the nest. It is also during this period of life of the young that the mother is particularly aggressive in driving away any other rats which approach that portion of the burrow where her litter is located. She even repels the dominant male of the entire colony of 150 adults as he approaches from the right. Or in this case, she nips a male who attempts to invade her burrow. Between two and three weeks of age, initial explorations within the burrow are begun. However, if the young venture forth, particularly if they get outside the burrow, the mother will retrieve them. Up to 21 days of age, their only contact with adults is usually with their mother. By the time they are 23 to 25 days of age, they are quite active, make independent excursions within the burrow and in its immediate vicinity. But even here, they frequently remain close association with their mother. The 4 to 5 weeks old rat is characterized by hesitancy in leaving its burrow and by dashing motions to and from burrows. These scenes illustrate the utilization of pre-existing trails by juveniles. This hypersensitivity of the 4 to 5 weeks old rat is also exhibited at a source of food it encountered for the first time. It finally obtains a piece of food and runs away with it. Here again is the dashing movement by a juvenile in food procurement. Note the 5 weeks old rat drinking under the drain spout. He dashes away upon the approach of an adult. The beginnings of social adjustment are visible in these scenes of a 5 weeks old rat upon its first approach to the source of water. Each time an adult approaches, it darts away. This is unlike the behavior of adults who much less frequently avoid the approach of another adult. Note how this juvenile rat reacts to adults whom he is first encountering at the source of food. He darts about the periphery of the group and runs away each time an adult approaches. The adults show much less avoidance of each other despite a rapidly dwindling food supply. By the time the rat is nearly a year old, it may actively compete over some restricted goal as these two males are doing over scent left by an estrus female. Most encounters between adults are relatively placid. The most common behavior is nose touching. Two individuals approach cautiously and nearly or actually touch noses. Following recognition, each individual goes its own way or the one of lower social rank nearly retreats. On guard or boxing behavior may be exhibited by one or both rats in an encounter. A rat which is stationary will frequently run away from a rat in motion. Throwing is a form of threat exhibited by dominant rats. Trife with their fellows accentuates the caution frequently exhibited in departing from the burrow and upon returning, they dart back in. Caution is also exhibited along trails. Caution is the prime characteristic of rats as in approaching the food source beyond these steps or in coming through a passage which necessitates their passing near the burrow of more dominant rats or in approaching a strange object as these traps. Strange noises as the rattling of paper by the rat entering the garbage can causes withdrawal as by the rats on the left. This particular burrow system and its radial extensions housed 13 females, most of whom had litters. They formed the harem of the most dominant male of the population. This dominant male may be recognized by his crumpled hairless left ear at the food source or by a burrow hole. He roams above his harem's burrow at will. He guards the passage through the fence near his burrow. Rats living on the opposite side of the fence must pass through it to obtain food. After one sneaked past him, there is elicited this dirt pushing which has erotic implications and may be exhibited by dominant males following aggressive acts. Finally, he blocks the passage with his body. As males approach this passage, he assiduously chases them away. Only after the dominant male departs can these rats whose home is farther from the food supply go back and forth undisturbed. Males who have contended unsuccessfully possess much scar tissue and often large open wounds. Note the two males to the left. Such males are frequently forced to live in exposed suboptimal harbors as under this ladder. Although the dominant male was aggressive about his home burrow, he rarely exhibited aggression at the source of food.  Water consumes a large part of each rat's nightly activity. Water may be lapped up directly or it may be secured by sitting in the forepaw and licking off the water. Or do may be licked off of grass. When the water supply is ample, several rats may drink together with little antagonism. When the food supply is ample, little antagonism is exhibited at the source, even though rats from different local colonies associate there. At a source of food which is ample but restricted in availability, there is usually pushing and mild threats. The antagonism exists among rats and an ample and readily available food supply. Food is continually being removed and transported. Rats of 35 days of age and older transport food. A single individual may make many consecutive trips. Most of the food is taken to the rat's home burrow. As the food is depleted, more rats aggregate at the food source. Even so, fighting such as occurs in territorial defense rarely occurs. The characteristic behavior is an increased irritability in the form of more frequent threats. Fighting may occur as over this last piece of palatable food, a crust of rye bread. Prior deprivation of water for 48 hours fosters large aggregates. There is a marked increase in irritability and the frequency of threats. Social rank influences the ability of maintaining position at the water. Males are attracted to the scent of females in estrus. Males inspect and follow females. The female leaves scent at the burrow entrance over sticks and on the ground. Note the feces. The scent of the estrus female forms a signpost. The male drags his genitalia over the sticks, gnaws upon them and saturates his fur by rubbing under them. Males inspect the scent about the burrow entrance. A male drags his genitalia over a scent post. Rocks become scent posts. Saturated with estrus scent is eaten. Other females compete over the priority to inspect the scent. Though they are members of his harem, this male approaches with caution, as one of the females also rubs against the passage through the fence. The predominant pre-copulatory behavior elicited by the estrus scent is erotic rolling about burrow entrances. The estrus female may remain just inside the burrow entrance. The male rarely enters after her and then only momentarily. Sexual rolling apparently may elicit an orgasm.  The receptive female spends considerable time above ground.  Note the raising of the pelvic region by the female. The male sometimes falls over. The female, after being frequently mounted, becomes antagonistic toward males. The stress experienced by the female is aggravated by many males joining the pursuit. As soon as one male descends, another mounts. She finally escapes. When she emerges, the pursuit again ensues. Such intensive pursuit only exists at colonies lacking a clearly dominant male. Tension also develops between males. Such chases last many hours. This is in contrast to those colonies where a highly dominant male protects his harem from such stress. As the night wears on, the antagonism of the female toward males increases, as also does the tension among males. When females do manage to reach the water, males prevent them from satisfying their needs. In such colonies having an unstable social structure, the females have a lowered rate of conception, despite much copulation, and even those which conceive rarely rear their young. In the past scenes, we have shown some of the behaviors exhibited by rats, as well as a few of the situations in which these behaviors take place. Even so, it is apparent that the life of this so-called lower mammal is quite complex.


Welcome back to the E-Circuit, we are on the way to turn up your weekend, DJ Let's Russian Bada Nongoji Request on Facebook, Twitter and Instagram. That's on Y244 channel or the E-Circuit. Like that, like how Mike said, Facebook, Twitter and Instagram at DJ Let's Russian. How are you? I'm a slight quadrium. I'm a Y244 channel under the E-Circuit. You really Y244 channel? Sidi yami ya kuyi kwa na wakamotu kila weekendi bana? Sasas you watch it was a slight quadrium. So a slight quadrium, forget about Mike. Ya. Safi kabi, so usha skia ma patiwa permission, boi chalu kini let's down, shidi ya ako. Now our first interview. Well, you know with the E-Circuit we like saying hashtag talent ni kazi. We have, oh go to, all the way from MKU University Fika campus. Na takatawangia about entertainment leadership because now you're the entertainment captain, right? To be. Aspiring to be. Aspiring to be. Ya, this year. And you're also an actor. Ya. So welcome to the E-Circuit. Thank you. Ulianza kama ilu kwa head boy. Ya. I made a joke the other day. You remember, I think we had ruptured the scientists. I said kukwa head boy lezmu kuna kichu kubwa.  What happened exactly? What made you aspire for that leadership role? It was back around nine years ago. My primary school.  Because those days you had to have primary school, you had to have kubwa kubwa. But I think it was because of my performance. Your performance? Ya, in that school. So I would go first. Before you were chope chope? Sisa ana mule. But at least you want to perform kizuru. And then at the same time mule kwa cab train of drama group of that school by that time. In primary. So I think they gave me that chance to be the school head boy. Because of my performance and discipline. And why are you vying for MKU head of entertainment? Ya. Because I can only imagine it's MKU thicka, especially thicka. People just like to rave. Correct me if I'm wrong. I'm going to start stalking and blabbering. You can pause me at any time. People are up in the rave, kupati, mafankifanki. I'll see you. Sure. So when you took waseona, what will be your duties in that capacity? In the entertainment docket, the MKU. So I'll be hosting all the events from thicka. For example, you guys will visit our school. And then you want to host the event. Ya. So it builds. But you're also an actor. You do set books. Ya. Do you do any acting in the MKU? In the MKU drama group, I've never been there so much because it's so involving. Personally, I'm taking IT. Information and technology. Why not?  So I want to act in movies. They're after school. That's my passion. But currently I'm pursuing information and technology. So most of the time, I really find it too hard to maybe attend the rehearsals in drama. Balance with classes. And then at the end of the day, you have to attend the festivals. Like currently our drama group right now is in Mugoma for the play acting. As the captain of entertainment, you have to be tagging along to all the events, ya? Ya, sure. Those trips. Will you be able to do your IT thing, the acting thing in set books at the theatre along with being the entertainment captain? Is any of it to me, Gisana, at the same time? The two involving, but soon I'm winding up my school. I have around three semesters to wind up. So I think I will not be so much engaged as it has been before. If the MKU, what are they called? Fraternity? MKU Fraternity. If they are watching right now, what would you tell them so that they boat? Now, what I can tell MKU students, That's your camera right there. What I can tell MKU students for a while, maybe in our campus we have been thinking about it, entertainment we think of playing music and dancing. But I want this time to be a different year where entertainment acting takes, it takes also a part because you can earn from this acting. So it has been a problem even in the institution to promote acting itself. They take it maybe like it is an option or it is something that you can do part time. No, the same way like the institution can take that artist seriously and promoting, the same way into acting. So I prefer this year we need something different. At least I can give example there are universities which have different acting groups. But if we check out in our institution maybe we have one or two that we can name. So we still need something to grow, we need something to move, something that can build the acting industry in MKU. That's what I need. At least let's have that acting industry or that acting. So that's the main thing that you're going to promote as the head of entertainment at MKU. So you're very passionate about this, the acting part. What set books have you been involved with and the production companies as well? Three years ago that was after my school have been in Angaza. Angaza acting crew in Zika. Then acted for two years when they changed they started studying their rehearsals and everything in Nairobi. So I could not operate from Zika to Nairobi. So I had to join Zewani. Zewani in Zika currently called Zewani which is growing. You can check out on YouTube Zewani Massive we were launching videos there on YouTube. That's why I'm carrying on. Since you're pursuing leadership roles in whatever capacity in primary school, high school now in the university do you think you're going to start your own troop? Sure. You see to manage such troops first you need some finance. At least you can promote one or two. In terms of promotion what do you mean like the marketing part? Promotion I mean if someone comes with pure talent you see this guy needs to shoot a video travel cost and all those stuffs and that YouTube channel we market everything we can promote. That's why it's been that in the training industry to be very easy to promote other than the currency where I am I'm a student. I like it if you wanna pender kusama what you have and where you are so when it's a jarebo what you can if that's the main goal of starting your own troop I'm just gonna be acting it's fine and it's okay as well. Who do you aspire to be like in our country I'm outside who are you looking up to in terms of acting? In acting in our country want to be like I like somebody who is not of my type I do act but I like him he's a tricky mach. comedy comedy that's what I was saying I like somebody who is not of my type he's a tricky mach he's a tricky mach he's a tricky mach the way he handles his stuffs and we move too fast because I have children they say I'm a tricky mach when I'm in the industry but on the real sense somebody when I'm like 3-2 years ago but it's my sharing up so you like the success yeah what about the crafty comedy you want to dive into since you like MCHRK sure because I want someone to let it to me no let me give you a test I think during nominations people running for this he's in my VT we have digital Russian he's in my box he's in my joke in potato mode don't listen to me I have a weird sense of humor I have a weird sense of humor so people have said so yeah try so if you crack a joke a funny one a funny one a funny friend I'm a little scared and the flow is open okay fine you say DJ Lil Russian okay I'm a kind of sauna I'm a kind of sauna but I don't know how to eat and I don't know how to attitude yeah it's a new really I don't know how to attitude that's where we wish you nothing but the past do you have any final words for your MKU now my final words to MKU and maybe the nation at large there's a problem with the wise men nowadays find most of the wise men they don't want to participate in politics or anything doing about politics and that's why you find most of them being ruled by inferiors or you find most of them they're being ruled by idiots if I say if I say so we should all stand up to watch a ignorance that most of the wise men have that when you have everything all those stuffs and all those stuffs finally I want to thank all the MKU students and I hope that's up with this year so much thank you thank you so much for coming we wish you nothing but the very best as you're vying for MKU head of entertainment you're joking me but they won't forget that one easily he's totally going to ment me I will not forget that one easily I don't know how to act I don't know how to act I don't know I don't know we'll be back after this


Today I'm going to be setting up a Git server. I've done this before and I recently switched servers So I needed to set it up again. So I figured I'll show you how it you know How you do it? I'll probably have to break this up in two videos because I really want to do two things one is I want to have a Git server so you know although I use github and gitlab theoretically I have something on my own Website where I keep everything and I basically push you know when I make changes to any repository push them to all websites Additionally once I do that. I also want to have a html website that looks something like this. So this is suckless is git Repository and it has this web front-end Where you have you see all the repositories you can click on all of them you can see individual commits things they do You know, I've had this before on my website I actually had a style sheet that I like more than what they have but in general it auto generates all the stuff for you So I'll probably do I'll probably have to break this up into two videos, but I'll go through it pretty quick so The first thing I'm gonna do or I will say there's one other thing before we start and that is You know, I so my website obviously is Luke Smith dot XYZ I want my git server to be a git dot Luke Smith dot XYZ. That's where it used to be In fact, you can click on my old Git link and it says oh there's nothing there or at least it's not private It's trying to redirect to SSL. We'll we'll take care of all this But the one thing you need If you are doing like I'm doing and you want to put it at git dot Luke Smith or git dot your name Whatever is you want to make sure on your domain registrar you have a C name record that redirects git And if you want www.git to your own website with of course a trailing column column comma So that that's one thing you need But once you have something of that stuff set up you basically can start setting up your git server So i'm really just going to run through the instructions here on git's website So i'm going to SSH into my server So here we are now obviously you need to make sure that you have git installed if you don't I already have git installed. I needed it for something else So let's move my face to somewhere where it's a little better So the first thing they're going to want you to do is create a git user Now this I suppose is for debbie a new rubuntu So it's going to ask for a password.  You're going to be using, you know, your sssh Public keys stuff like that full name whoever put stuff in for this garbage is debbie and bloat So now we've added a user and we're going to I'm going to say su git to become the the user and we're going to say cd to go to his home directory Now the first thing we want to do is actually again, we don't want to have to log in using a password That's not really secure when you could use ssh keys So we are going to create an ssh directory And they they actually want you to chermod everything so we'll do that just so only us can look at it and create a file called ssh authorize authorize Keys if you don't know anything about servers This is or ssh This file is where you basically keep the public keys of all the people you want to be you know, you want to allow to ssh and you know go into the server without a password Okay, basically we want to be able to commit here without a password So that's what we're doing So now we've created this file and they say to change its permission So I'll be a good boy and do that as well Just to be nice and safe So the thing you want to do on your home machine if you have you know an ssh key If you don't have one you can easily generate them But you are going to look at the output of ssh and you should have a file called Rd id rsa.pub So this is your public key. Okay, so I'm actually gonna you know copy all this. Let's not that I don't care about that So let's copy the output of this file And I'll just highlight it. I'll do it the lazy way even though I literally have bindings for all that stuff So I'm going to copy that and I'm going to go here and I'm going to open up The authorized key file blah blah blah and put that in. Okay, so that should allow Let's let's test it out over here. That should allow it Allow us to log in as the get user Without a password. Okay, let's see if that works Okay, so that works So that that is all set up and if you're if you're good if you're using ssh or any of this kind of stuff You should really also disable logging in via password at all You know once you've set up this so that makes your server basically Perfectly secure or more or less as secure it can as it can get Okay, so we've done all this they give you different ways to do all this stuff So now what they do is that you want to have a place where you keep all your git repositories Now they do it in you know server slash git. I don't really like that.  I prefer it to be with my other websites. Basically. That's why So I'm going to create this directory. Actually, I shouldn't have created this directory Or no, I should create it as uh create this directory But I want to make sure this is the important thing that the the directory is owned by the git user So we have the git user in the git group and we're just making sure we're running this as root right now We have now created this git folder and it now belongs to the git user Uh, so now what I'm going to do is I'm going to go In here and I'm going to become the git user. So now here we are we are in a uh While we're in this directory Okay, and it should be owned by the git user. Okay, so now basically all you have to do you basically have it set up Um, it's just you have to make individual places for each of your repositories Okay, so let's say I want to start with my dot files. So I will make a directory and again I'm I'm running this as the git user. I'll make it called. Uh, let's see. They make it project dot get I'll say dot files. Okay. Actually, you know, let's not say dot files Let's say dot files dot git because of you know, I think it's officially you're supposed to have Bear repositories with a dot git extension. I think that's how you're supposed to do it That's not what I did last time, but I'll do it this time.  Um, that's all we have to do on the server side at least Um, so now let's say I'm on my computer here I'm going to go to my dot files repository and I'm going to put that repository I'm going to basically push the changes to this repository we've created Okay, so there's a way of adding a remote repository with like git remote ad or something like that I always forget how to do that stuff. I just added the git config manually. That's probably a terrible habit But you'll see actually here if you open up again, this is a git slash config Um, you'll see that you have like, uh, let's say my origin If you look at this, here's one remote. It's our origin. This is basically github. I have lab. That's git lab And uh, this is from my earlier server where I had my home directory Uh, or not home directory my home server my server were basically the thing we're creating now So you'll see, uh, we're logging in as git at git dot luke smith.xyz and the location is var wwgit slash dot files. Actually now it's got dot files dot git. Okay So now what we should be able to do once that has been added We should be able to say git push home master Remember home is the name of this remote and the master is the branch we're pushing. So I'm going to run that It's it's going to be writing for a little bit. It's going to be doing some stuff Actually, my internet is extremely slow. So it might take a little bit of time Um, but as this loads basically it's going to be putting All of our repository in here. Okay, let's see how long this takes. I'm going to have to cut the video Oh, looks like it's on it says a hundred percent even though it still hasn't gone back to command line So once that is done, um Okay, I'm typing but it's not Okay, there we go. You should be able to type in git log See see how non responsive this is and press enter and you should be able to see your git history Okay. Yeah, see it's not done. Hurry up. Okay. We're just going to awkwardly sit here. It's not going to take more than 10 seconds Okay, maybe it will I'm worried Okay. Oh, there we go. All right. So now We should be able to yes. So if we run git log, we now see that on our server We have our git repository and that's how slow my internet is. I'm sorry about that folks That's just how it is out here. Uh, the prices you pay Um, so anyway, that's it. Basically, we now have a git repository. Um, we can uh, let's see if they talk about how to clone it Oops Let me move this thing Okay, so you can clone your git repository basically by doing this get clone get at your git server and then the location Uh, or if you want you can make shortcuts in your file structure in case you don't want to like write all of this Um, but just to, you know, go a little further. Let's go ahead and add yet another repository. So we have my dot files repository I'm going to make one for my uh, for larbs as well. So we'll say larbs.git. Actually, we might as well make a bunch of them You know, let's say my dwm build my st build should be put in git at the end of all of these dwm blocks Uh, mutt wizard all the stuff that you can get From my github or from now this site. Okay, so I'm going to go ahead and make these But we'll just push larbs already. So again what you do to create a repository make sure you're the git user That's the important thing all all this stuff all the creating directories should be done as a git user If you do it as root You're going to have the wrong permissions You're not going to be able to write and stuff as the git user when you log in But anyway, once you create those directories just go inside get in it bear And then on your local side, let's go to my larbs repository. Okay, so now we're in here and again You want to look at your remotes? Let's see config. Okay And Here's what we want to have except for I added the git Sequence to the end of that and I'm going to say git push home because we named it home master Now additionally there is You know one thing is, you know, obviously I push to github. I push to gitlab and I push to my own home server That actually is not too difficult to do really what I have is I have an alias You know, let's say I make some changes or let's say someone has a pull request on github and I merge it So I'll pull it down to my local repository and then I have an alias gua Which basically does this actually let's go here. So git remote We'll show you all your different remote repositories And then I just pipe it into this xr command that pushes everything to it Actually, maybe I should just have it push the master now that I think about it because I pretty much Whenever I sometimes I'll accidentally push other branches. I don't mean to Because I basically only have master branches because you know, I'm I'm still a git nub frankly even though we're installing our own Git server and stuff like that. Um, all right, so That's about it for this. We're gonna validate that this worked in a second Might take a while But in the next video I do on git it's going to be how to set up stage it So you have a nice interface to actually go in and you know, look at your git commits and stuff like that Anyway, that's it. Okay. This is going to take forever. You don't need to see this. It works Spoilers. That's it. See you guys next time


It's years to hear what you're saying, and I would lift the eyes of doubt to see Jesus seated high.


Now I know that it's the middle of spring training, and it's not April 1st yet, but it is opening day for the Yes Network. So that's pretty important. Now it's the Yankees against the Reds tonight, but it's not only Yankee baseball on the Yes Network. We have a lot of other things going on. Some programings that you're really going to enjoy. Center Stage, a one-on-one interview show that I happen to host. So that, of course, is my favorite. Yankeeography, Yankee Classics, Yes Magazine. You also have Yankee Magazine, and we have the simulcast of the very popular Mike and the Mad Dog show, and that will be on from Monday through Friday. Now this game is the first of 135 Yankee games that you are going to see on the Yes Network. Now a little bit later on in the week, you're going to meet some very popular faces that you've seen before. Bobby Mercer and Ken Singleton, and joining us a little bit later on, well, in very special pre- and post-game appearances, Paul O'Neill, that's right. So if you think starting a network is tough, how about convincing Paul O'Neill that he's going to be a broadcaster, but we did just that.


To Sister Power, I'm Sharon Thomas Yarbrough. Our topic for this episode, patriarchy unkins to roar and continue fighting for our body overturned the landmark role versus Wade decision in a six to three vote sister power guest attorney Daphne Barbie Wooten, Dr. Patricia Jones, Blessman, all the way here from Chicago, Illinois, and my co-host attorney Leslie Matthews will share their perspectives today. Ladies and welcome to Sister Power. Thank you. Thank you, Sharon. Thank you for inviting us to be on this platform with you. Thank you.  So before we delve into row versus Wade, let's start with some good news. Judge Katanji Brown Jackson came making history as a first black woman to serve on the high court. So attorney Daphne Barbie Wooten, with us, give us your heartfelt thoughts on this occasion. Oh, it's historic. We're living in historic times. Judge Katanji Brown Jackson is the very first African American woman to sit on the United States Supreme Court for years, 233 years, the United States Supreme Court has had many justices and they have been predominantly white and no black females. So this is a big historic occasion. She's qualified, eminently qualified. We all watched her when she handled herself in a very judicious manner. When she was questioned by various senators who asked such ridiculous and racist questions and sexist questions like, am I a woman? That was Ted Cruz question to her. I mean, it was just horrific. But despite all of that, she made it. And it was the deciding vote of our first African American vice president of the United States Kamala Harris.  Before to reading her decisions. Mm hmm. You know that just hit me when you said for life. Yeah. Oh, right. Let's go to her. She's young too. Right. Isn't she like 50. She's 51. Okay, so we got good 30 years coming. Right. Yeah, that's right. Wow, let's go to our co-host attorney Leslie Matthews. Discuss with our sister power viewers about the meaning of role versus way. Talk to us about the legal definition of role versus way. Yeah, so just looking back at Roe versus Wade. Roe versus Wade was decided in the 70s. So we have over 50 years of precedent, which said that abortion is a fundamental right. And I think that is that it is your fundamental protected right to access whole, I call it whole women's health care. I think that abortion is health care and it is a human right. And so then looking now to the dobs decision and dobs decision that overturned Roe versus Wade, and we have to look at where this came out of Mississippi. Okay. Which looked at a question of, you know, they had a law that banned nearly all abortions after 15 weeks. And so they wanted to question that that legislation and whether or not that was conforming to what we had as precedent for 50 years. And so as we're looking at it now, what this is doing is the first time in the United States history that we're taking away a fundamentally protected right.  And in Mississippi, particularly they only have one abortion clinic. And so we're looking at a disastrous impact on our access to whole women's health care. And the very first time that a fundamental right and so I think you pick the good title patriarchy unhinged, because this is patriarchy unhinged this is them coming after our right, especially doubling down on black women. Well, we have on our panel today a license, a clinical license of colleges and I want to ask Dr. Patricia Jones, bless me. What are the psychological on mental health impact of carrying and a wanted pregnancy to turn. First of all, you know 45% of all pregnancies are unplanned. So the biggest gift that we can give children is actually becoming to this world wanted and not be the result of the condom broke the pill.  The IUD didn't work. You know, all the thing and we know that birth control methods have a failure rate all of them. So the biggest gift we can give children is to because to come into this world wanted was a difference between wanted children versus those in which the birth is unintentional or unplanned. A million before road. For a million abortions per year abortions was the most common illegal activity outside of gambling and narcotics before road. So now we're going to start criminalizing women for this behavior for wanting to get an abortion. And we also know that an estimated 10,000 women before road road died annually from complications following poorly performed procedures, or what we commonly called back alley abortions.  It not only impacts the woman, and we're going to talk about that a little bit, but also impacts her other living children, as well as her, the mate her partner or her mate, or her husband. The Journal of Pediatrics looked at what impact of unplanned pregnancy or unintended pregnancy has on the other the mother's other living children. And one of the things that they found was that the children would have a score lower on developmental milestones, and they were more likely to live in poverty as a result. Now, I've worked with kids who, as young as seven or eight who said things to me like, she can't see me. So why is she bringing another mouth. That's gonna have to be fed. I mean, children. And so you guys think about mothers are thinking about what impact another baby might have to their family unit. Yes, they're unwanted pregnancy impact psychological impacts for women who have to carry to term a child, both now in terms of increased stress, increased perinatal and postpartum depression, suicidal ideation of actual commit commission of suicide. But in but the most horrific incidences of psychological impact is when you have cases of incest and rape with children, young children nine 1011 12 years old, or any woman. It is almost horrific and barbaric to make them to force them to carry to term a child or a fetus or into doing a pregnancy, we're after as a result of a rape or an assault. If you've, because I have treated women who have gone through this and particularly little girls, I'm talking nine 1011 and 12. They are forever damaged behind that experience. I mean, there's, there's, you know, we don't have enough, we cannot, we cannot repair the psychological with and the harm. Emotionally that that causes a nine 1011 12, first of all, it's bad enough, but even if they wanted it. Okay, but it's, it's, it's horrific because they've been great.  We fought to even make it a crime to call it assault to call it rape. You know what we are going through or what it not only it makes it on. It seems barbaric. Yeah, that we would even stoop to that level that we would not even allow an abortion and give the child or the young person or the woman, some agency in their life to be able to have some over what is happening to them, because that that is a healing thing to be able to say I don't want this child for some women, it's important to be able to say that and to do that and to have that abortion. I've worked with women who said that, you know, they felt that the fears that were growing inside of them was an abomination.  It's all vital, you know, and Daphne, you had the opportunity to attend a role versus way protest here in Honolulu. Tell us about the temperature of the people that attended this protest. Let me tell you, the temperature here in Honolulu in Hawaii, where it's still legal to have a varsity version is hot and getting hotter. Okay, it's not going to cool down until the law is changed back to allow women to do what she wants with her bodies between her and her physician. It's just going to get hotter and hotter and as I stated before we started this program, I got my boxing gloves on I think we all do we're ready, we're ready. There have been a lot of protests in Honolulu. And, you know, I'm Maui I understand in Big Island and Kauai. Because of the dobs decision which overturned Roe versus Wade, we have one young woman had sewn a crocheted uterus on her halter top and walk through Waikiki. There are a lot of signs, variety of signs and a lot of a lot of people, mainly women but some young men, I'd say in university age have been attending as well. And that's good because we also have people who have big bull horns who follow us and start calling the protesters murderers and things of that sort. There's a real heated argument going on and you know the Supreme Court the US Supreme Court that did away with the right to choose because it's a right to choose whether you have a child or not really did not consider the consequences of telling women they have no control over their bodies. For example in the news there is a 10 year old girl from Ohio where I think you're from Sharon. There's 10 years old rate rate. And she had to go across lines to Indiana to get an abortion, and they talked to the doctor who did it, and Dr said in two more weeks Indiana may not have the ability to do an abortion. And who's going to take this 10 year old girl she's rate by family member who's going to take her across my who's going to examine her to tell her that she's pregnant.  So this is a real serious problem. And really, you know, the temperature is super hot and getting hotter. Well, for our sister power view viewers, just go over a few companies. Before I go to you, Leslie, these companies are covering abortion travel expenses for for employees, Starbucks, Uber, Disney, Tesla, PayPal, JP Morgan, Chase, Zillow. These are just a few of the companies that are willing to cover this expensive expense. This is exactly what it is because it's unexpected. But I received Leslie a question from Sequoia. And this is a question she has for you. The reversal of role versus weight affects all women. But which demographic of women does it hurt the most and how. Yeah, I, you know, and I will attest to what both of these women have said before me, the temperature is hot. And how are we going to care for people and the people that this is going to impact the most is people of color. Folks that are from lower socioeconomic groups, folks that don't have access to care that can afford to get on a plane and come to a place like Hawaii that has legalized abortion. And we have to be mindful of this because, and I love that Dr. Blussman brought this up because we also need to think about like the right to choose and the right and the ability to take care of that baby from the womb to the tomb. So we're also talking about those things those nuances that she talked about navigating care for the child. Mental health care for the child feeding these children. And one of my pastors from back in Dallas, Pastor Tim Ross posted on Instagram and he said, the church better get really real. And we better start redirecting some of our funds to be able to take care of these single moms and their baby. You know, we're sending funds over across, you know, to help other places which is great. But now we're going to have a lot more children that we need to take care of. And we're going to have a lot more children that will be ending up unfortunately, available for adoption. And so we have to really, really think about these things. And, and as I went and marched and protest. The women are mad.  We're thinking of ways do we need to start funds to start a cat, you know, set up a couch surfing network so that people can stay in our homes when they come to Hawaii to access this care. So when you think about the people that, and one of one of my really good friends another person that went to law school. She held a sign and she said your mistresses talking to our legislators will still be able to get an abortion. Like let's be real because the people in power the people with access to wealth will still be able to get the things that they're snatching away from us. And, and it's just abortions will still happen. They will be less safe. We will have more women dying. We know that black women have the highest rate have some of the highest rates, if not the highest of mortality as they're giving birth. And so, you know, how are we settling in our souls that we're okay with 10 women young girls that are 10 years old being forced to carry a child. How are we, how are we taking away that choice. We just want you to be able to have a choice to have that child, or to not have that child. And if we're going to be pro life, it's got to be from the womb to the tomb. No, we have to care about our children. We have to adequately fund our Medicaid programs we have to adequately fun. And just real quick and closing on this question. Whenever you spoke about those companies that will be willing to pay for their employees to access whole women's health care. I also want to be really concerned about how they're going to spend their lobbying dollars and who they're in whose campaigns they're going to fund, because we need to get this codified into legislation. Immediately, it needs to be a law that is for that that we protect abortion, because we know the Supreme Court isn't going to do it. And as we sit here right now, the justices are saying that the protest that are happening outside of their home are are are illegal. And so but we know that are we going to roll back then the first, the first amendment that protects the right to redress your grievances before your government. So hear us roar and hear us word loudly. So I'm going to be watching where those monies are going from those companies that say they, that they, they support the right, the right to choose so it's time to roar, a time to roar, and you know, DL Hugh Lee, and I want your thought on this Patricia I'm going to come to you. DL Hugh comedian actor. This is what he had to say. One of the things you can be sure of is that white people, white men specifically will never do anything that infringes upon their right, whether it's gay marriage, whether it's an interracial marriage. They won't do it. What they're going to do is roll back the reflections of other. Well, absolutely.   I don't know if anybody's read it recently, but go back and look at the original document, the original document, and the three justices. My bathroom can speak more intelligently or deeply about this but as I understand that the three justices that were recently appointed, they are native this, meaning that they look at the original intent. The original intent of the Constitution was to protect the rights of white male landowners period the end in the story. So, there's a whole lot of rights that we have right now. That's not listed in the Constitution as it was originally written. So all of that is subject to be overthrown, but I'm not the legal expert here I'm just trying to catch up with you ladies. I will say this. Lastly, you were right on the money when you said we got to be we need to be care, we need to care for children from the womb to the tomb. Because right now the United States is the only of industrialized nation that hasn't even ratified rights for children. So we don't even take care of our children who are already born. They don't have rights. They don't have a right to an education they don't have a right to safe water drinking water, they don't have the right to safe clean air, they don't have the right to good food. So if you're going to be so concerned about some sales that are going in a woman's body. What are you going to do about, you don't, you don't want to abort them before they before they're born, which is certainly our boarding them after they're born. Oh, there is a good point that exactly before I go on to another question to you is there something that you would like to add to this. Exactly what Dr. Blessman says, the Constitution was written by white man and guess what they own slaves. Black men were not included in the Constitution, women were not included in the Constitution, Native Americans were three fifths of a human. That's, it was all very racist. And I guess the Supreme Court justices will say, Oh, we need to look at the original Constitution, we're going back to slavery days. America is should not be going backwards, we should be going forward. And it's a scary time so people need to wake up, get heated up and fight.  All right. So each and everyone listening to this. And if you listen to it, talk to your friends and family and you go to the phone. Start checking out who was doing what, because this is serious people that he have two lawyers here and a licensed clinical psychologist willing to okay don't get me started and I went off on something else here but you know, it's just upset. I'm just, this is really sick me. But you know we have five minutes left. Leslie now. You know, unless you take two and Patricia can take one and Daphne you take one and I'll take the rest. Get it, Patricia. What do you want to close out with. Well, you know, I always try to find a silver lining in, in every situation, even the most disastrous, disastrous ones. So the silver lining in this one is, I'm hoping that women are going to wake up a women across the spectrum. Got to remember, there was a certain group of women who voted for that one. And he was the one they brought in those that those Supreme Court justices so we need to be a lot more politically astute and vote. Daphne, I agree and also point out that it was a woman Amy Coney Barrett who was nominated by Trump as a Supreme Court justice and she voted to do away with abortion to. So, women and men who are thinking about people of the United States reputation and protecting our women's bodies, not just women's bodies but every person, giving us a brighter privacy.  So, wake up. My co-host. Yes, co-host. Well, you know, and that's the thing because I was on a plane flying back to Hawaii and I got a message when I got off from a gay interracial couple who was fiercely concerned about their future and wanted to meet and talk about the what how do they legally protect their family. And so if you think that this issue of the Dobs decision overturning Roe versus Wade does not impact you. I say it does, because this is the very first time that we've rolled it back. And I, and I hope it's okay to share this. When you talked about being engaged civically and voting. Daphne and I are both members of the African American Lawyers Association and we are going to be hosting governor's talk story because here in Hawaii, especially in Maui County, everybody from the governor on down is on the ballot. So I want to invite you all to our sessions where we are talking with folks and you can get more information by going to bit.ly, bit.ly.bite.ly, slash gov talk story and get to know the people and ask them the questions, do you support my right to choose? Do you support being able to support my child after the child is born? Just in closing, the person who's sitting there getting ready to make this really hard decision. This decision is for you and your doctor. And we stand with you. I've got my, I don't know if you can see it, but I've got my Planned Parenthood stands with you shirt on today. Yeah, we love you. You are cared for you are here for a reason of purpose. And it doesn't matter what nine people have to say about your life, you do what's right for you and we'll stand with you. Amen. Amen. Thank you. Well said, well said. Well said. Thank you, Dr. Dr. Patricia Joe. Bless me. Thank you, Attorney. Daphne Barbie Wooten and thank you to my host. Attorney Leslie Matthews. I want to leave the system viewers with this. Next time. The national anthem is played. Every woman and girl should take a knee. I'm your host Sharon Thomas Yarbrough. Aloha. Aloha. Aloha. Thank you so much for watching Think Tech Hawaii. If you like what we do, please like us and click the subscribe button on YouTube and the follow button on Vimeo. You can also follow us on Facebook, Instagram, Twitter, and LinkedIn, and donate to us at thinktechhawaii.com. Mahalo.