All right. So thanks everyone for joining this SMI community call today September 30, 2020. And let's see I can't see the full participants list but if you are new to the meeting and would like to introduce yourself please go ahead and feel free to do so. Take silences this is in the team for a while right. Okay. Let's not get into the agenda. Oh yeah and before I forget yeah if you are on the call, please go ahead and add yourself to the attendees list so we can just know that you were here. And thanks Lee for taking notes. The toughest job with these meetings. Let's get into it. Okay, so first item on the agenda. This is going to be from Patrice to speak about aligning traffic split with traffic target. Patrice. Yeah. May, may I share my screen. Absolutely. Yeah, go ahead. I will stop sharing. Share this so you can see the issue 190. Yes, great. Yes. And I can. So the, I would say it's, it's two things. One thing was that I wanted to see if we can extend the traffic. The traffic split with a source. But before that's what I realize and maybe this is what I want to discuss first is that the traffic target is referring to services. The traffic plate. No, sorry, the traffic target is referring to service account. The traffic split is referring to services. And the traffic matrix is referring for instance, off pod. And they all do that with with in a different manner. Like, if you look at the traffic target, the way you refers, you refer to, to services via this under this destination and sources, you have this little structure where you provide the kind, the name and the name space. And the specification mentioned that today we support kind as service account, but maybe in the future, we can refer to other object and service account. When you look at traffic split, the only thing you are referring is to service and it goes directly with with this service element that we have here and here. And with the traffic matrix when it refers to a pod, you see that it's also this structure of kind name and name space, but this time under a resource element. So, and here, what I wanted to do is to extend traffic split, but before extending traffic split, I wanted to know if it would be not a good idea to align the way traffic target and traffic split refers to other objects. Question mark. Can you still hear me. Yeah, that was I think everybody thinking trace. Okay. So what is your I will ask a question unless somebody else wants to jump in what is your ideal outcome here, Patrice. Hello, my idea is that I kind of like this this kind of of way to refer to another object where you specify the kind, the name and the name space. Basically, what I would do is to use it for the traffic split in the same way that it's done for the traffic target. And then it, the traffic split will look like something like this. So forget about the source, which is the one I would like to add. If we look at the traffic split today, there is a rule and destination. Yeah, you see here. This one is without any rule unfortunately and destination and instead of having service, and then just the name of the service we can have within the traffic split the destination with the kind service the name with the name of the service and then the name space. And then we would have a traffic split which is aligned with the traffic spec. And so. So why are you referring to splitting traffic across namespaces. Is that the functionality you want to enable splitting traffic. No, no. Here is it's not about functionality. Before talking about functionality. I just want to talk about alignment of the, the structure alignment of the syntax. Yeah, so like, so like truck target has source destination rules. And so you're kind of like looking at maybe having the same pattern in split for it to be like more intuitive. Is that correct. Yes, that's that's also one of my goal. But before that, the very first thing is to have this kind name, kind name namespace structure. Instead of just service. Oh, I see, I see. Oh, that's interesting. Okay, got it. Um, Sorry, it doesn't make sense to me. So traffic between what. No, no, no. Let's not, let's not talk about what traffic split in doing and traffic is. So let's not talk about functionality at all. Let's just talk about. I have, I have a resource that refers to another resource. And the, the structure to do that is within the traffic split, you see that traffic split can refer to a service, just by using this simple structure. While the traffic target can refers to service account, but using that structure. Yeah, because the service account. So yeah, but this one here, I can also use it like this one.  We have specified that splitting works in a context of a namespace, not across namespaces. You cannot talk about, okay, let's change some type without referring to how every single implementation shouldn't change it. Because that's a major change you allow splitting across namespaces. Okay, then let me, let me rephrase that's what I would then want is to just to change this service website into this structure and let's forget about namespace, if it's not relevant here. That's kind of nice because then you're like abstracting the like back end kinds. And so we basically say that, you know, back ends are Kubernetes services, but in this manner, it would make the spec a little more flexible. And if like down the line you wanted to support more than just Kubernetes services. Exactly. And that's what has been really nicely put for the traffic target that for the moment the only kind you can put here is service account but maybe later we can have access control based on something else than service account. Yeah, and same thing here for traffic split we would have the ability to and it looks nicer also to be honest to me. And it's like the feet some of the feedback that I've gotten is also like people get confused by like service. Just like this notion of services it could bring any services can it be something else so this make this would make it a little more explicit and and like make it consistent make the pattern consistent across that's that's what I was looking for. And I don't know if Stefan is there, but I also looked at the canary CRD from flagger to have some some inspiration from other CRDs. And they are also using this kind name structure. Yeah, but no namespace. My problem wasn't with specifying like being more verbose and instead of saying service name, saying something like kind service and name. My, my problem was the fact that if we if we allow specifying the namespace then it changes everything in terms of how you actually implemented because then you allow traffic splitting across namespaces which is Okay, so for the traffic splits, let me do it as we speak. You would be so here I have a kind of name, a kind of name. And it's the namespace that I provide at the top, which is relevant for the whole traffic splits. So let's have a quick look. So here is one second if we want to go fully verbose we should also specify the API version, because I don't work for service and service account where they are stable their view on. But for example in flagger I had this problem when I built flagger deployment wasn't on apps V1. Right. And it was important when the deployment was upgraded to V1 flagger to know, okay, now I have to talk to a different API version. And if we are thinking in the future to allow other things besides a Kubernetes service, then those other things should be versioned. So we can have the API version inside the traffic split as an non required field as an optional field, and by default to just assume V1 because service, but when it's not a service then people should also specify the version. You, you put it as required. I'm really glad you are here because I wanted to ask you should we not extend it to API version. I like you did here. And yeah, for me that would be even better. Yeah, I put it required because yeah, migration was was such a pain and I decided, okay, I want the API version every time so I don't have to deal with with API discovery called the discovery pf Kubernetes to get all the versions then to get the prefer version. I mean, trim down the API calls flagger has to do to know what what kind of version has to deal with. Okay, we got Michael see your hand raise you want to chime in on this. Sorry, I think you've been waiting sorry to see you. Yes, I, I had two comments but the one was already addressed. I think the other one, besides also in agreement definitely make things explicit the default so defaulting in general confuses especially newer users. But one thing, if you wish a meta comment is that I don't know if everyone is familiar with how things work in itf, like rough consensus based on an actual implementation, and I'm fully aware of that we, if we look at that as my and everything. We are more from the other side we're more Greenfield implementation following, but as we see more implementations and good folks from from Azure spearheading the way with open service mesh, and others potentially to follow the more I think we should actually be implementation and essentially see what different implementations do and document that and, you know, standardized and document good practices amongst that to ensure interoperability. And I think you also mentioned or will raise another related issue of the trees and I have essentially the same comment in the same direction there right it's like, let's, let's make it more implementation that's the bottom line. Can you say that again. Let's, yeah, I'm not kidding. Let's make it more implementation driven so you just, Stefan just gave a great example right you you gave this background. The reasoning why you made a certain field required, right. There is a certain thing that was not stable at the present time, and in order to force it in order to make it clear to what kind of version you're, you're talking you made it explicit you require the version so that it's explicitly there and And, which means in when when if we do such a thing if we say it has to have this field, and these are the expectations, it is implementation driven right it is driven by the experience could be positive or negative that a certain implementer made in this case you This is for me a good practice we should be doing that, rather than, yeah, I like it like this and you know, bike shedding preferences for whatever reasons implementation whenever we can point at the implementation point of implementation experience. That is to me, the most valuable one. And can I say that my, my input was absolutely not implementation driven, but thanks to Stefan, it has been transformed into implementation driven. Yeah, my, my main concern is, if we make the selector like a full selector where we can say API version kind namespace, then we, we somehow enforce on all the implementers to be able to deal with multi cross namespace split which is something that is not currently implemented by anyone. No, the namespace is gonna. Okay, okay. But that that was my, my initial thought that, hey, we shouldn't we like like Michael said, let's, let's wait for someone that actually has a solution that's cross multiple namespaces and they want to implement SMI and then we can discuss it. We should add it or not, but since there is no one that does that, I don't think we should have it in the, having the kind and the API version feels, feels good to me. And also that something is not implemented. We call it an MSN we call it not dogs not whistling or dogs not parking. But it's also signal right it says, maybe it's not needed maybe it's something we should review at regular cadence and drop because nobody's implementing it. This is also a very strong signal in itself. When you say when you say implemented because that that will be my second request that here I have added this the source which is not in the traffic split. And in terms of implementation of course there is not an implementation that supports that as the DSMI. But if I have an implementation which is supporting the functionality but without the SMI interface, will that count for you sources is a different topic. I don't think, I mean, no other service manager does that you shouldn't be enforcing sources in a traffic split. If you enforce something it should be a firewall rule and that's in our case, traffic target right. Okay, but if I come with an implementation example we can discuss. Okay. Sure, but out of the I like but but not with I like it. Yeah. Okay. What why I would be against specifying sourcing a traffic split is because then you'll be overlapping with traffic target and it doesn't make sense in my mind. Traffic split entire traffic target should work together with traffic split you say I want traffic to be routed to these endpoints and with traffic target, you say, Okay, but this traffic can only come from these sources and have to have this identity and have to match the color identity and so on. Right. It's like, it's like Kubernetes with mixed network policies inside the service definition. I will come with a use case. All right, I want to be mindful of the time here we got a couple of other items but yeah this is this is some good discussion. Okay, but I can to conclude I can come with a pool requests for the API version kind name and namespace if applicable and not with namespace in applicable, not changing any functionality. Yeah, that's a breaking change to the API. So, yeah, we should discuss it. Okay, but I will make it more concrete so we can follow the we can continue the discussion. Thank you. Perfect. If you just want to update your issue there. Be careful. Okay, let's go ahead to the next item here I'll go back and share out my screen. Next we have. I guess we're still talking to you, which we should talk about the back to CRDs should they move to the SMI spec repo. Okay, but maybe we can have this one at the, at the end because I do not want to. Okay, that's fine. Thanks. The next we have Michelle. I'm going to speak out. We make the focus the next week's whole SMI metrics. Yeah, I feel like I'm, I don't know if that's Michael's issue. Sorry if I accidentally jumped to you. But yeah, could we make the focus of next week's meeting SMI metrics. I just would love to have a focus conversation on that. If it's okay because one of our teammates John implemented SMI metrics in OSM and he has like a bunch of lessons learned to share and I think it'd be nice to like, have just a concerted effort but it's going to take like, you know, the whole time so would it be good to have another meeting for that or do we want to take like the next like regular SMI meeting to talk about that. It's okay if we want to just do a separate focus.   I know Linkardy had some issues with right and say some issues with us my implementing SMI metrics, and then we had like hurdles to so be really great for us to have like a more in depth conversation about it. Hi, we can do that in two forms. One option is to have like an hour long or 45 minute long conversation. That's like a separate meeting outside of the regular SMI call or should we replace the stand up with it. I would like if there is a vote or straw straw ball I would definitely go for dedicated additional one hour, because I guess the 30 minutes won't be enough to go in depth and it is really important one so I would certainly volunteer to cover an hour for that if there are others willing to. Cool. Anybody else have some feedback. Yeah I think a dedicated meeting should be fine. I'm going to schedule it for maybe next week same time as stand up. Richard just just suggested the same that we use essentially next next week. They said not normal slot for full hour. That sounds like a really good idea. Oh, thank you. Awesome. All right. Thanks. Next image nine. Please come forward. I would slightly so that's mine. Okay. I would like to prefer to push that back to 14th as well because I was expecting a colleague of mine. It is, I might fall up in between with with our pseudo scribe for today so I'll get back to you Lee and report back. Okay. All right. And now we're going back to trace you want to talk about CRDs and to the SMI spec. Yes, so unfortunately, I was not there last time but I watched the recording. It was quite frustrating to watch the recording and not being able to talk at the same time. The, the CRD I was thinking that that CRD is a good way to convey a spec express as CRDs. So I'm still not understanding why those CRDs are not into the SMI spec repo. I think they just like get automatically generated rights to fun. Yeah, so we should be switching to the controller runtime library. So when we change the API then we change the SDK and part of the SDK release we automatically generate the CRD validation YAML. Yeah, with a GitHub action we can actually copy that the YAML spec that contains all the API validation to the spec repo. It should be fairly, fairly easy. We do that in, in, in the complexity or we copy all the CRD specs from everywhere we transform them in a nice markdown format and then we publish them on our doc site which is yet another repo. So, I already have in place all these GitHub actions and what we need to do is move to control runtime from our current client go SDK. All right, so we need to like would you mind opening an issue on the SDK repo. Okay, cool. And then we'll also need an issue on the SMI spec repo. So Patrice have you already opened that one is that I can, I can do so. But then Stefan if I understand it well because I was not aware of that still new and rules things. Your workflow is that you you make the code and then the CRD is generating out of the code. You do not write the CRD. Yeah. And we avoid several things so in the past we, we, we modified something in the SDK. Let's say we made a few required, but we forgot to do it in the CRD YAML because we, we don't automatically generate it we made it by hand, we made a release then someone noticed and went back to the release and so on. Having this thing automated means that the SDK which comes as as a follow up to the to the spec release, then the SDK will generate the CRD and the CRD will be as as the spec. But it's just that with with my background I was expecting the generation the other way around but I'm learning. What do you mean. I was thinking that you, you set up the standard meaning that you write the CRD and then from the CRD you generate your, your code or at least a skeleton of your code. No, no, no, no, no Kubernetes doesn't work like that. Okay. Everything is go all the other things should be code generated. Okay. Thanks. All right. I think that is everything on the agenda. We got just a minute left. Is there anything anyone else wants to chime in on before we in the meeting. Yeah, so there is a poor request I made a long time ago around modifying the, the routes and traffic target. I don't know why people to comment on it. There are some limitations. Maybe we're okay with it and more GTS it is an iterate over but I don't think the we, we signal the right stuff by having that for months in there. I think we should come to a conclusion. We have the issue that pull request number. Sorry, just want to make sure we had that up. It's, it's about, yeah, we can, we can get that offline. 185. All right, you have two LGTMs, but Patrice has a comment as well. So we can address that. Oh, but I think we need to core maintain our LGTMs right. As I've mentioned, my, my common is something that can come afterwards. I think it's indeed better that you, you merge and then we carry on rather than, than leaving the things open too long. Yeah, that makes sense. Cool. I will hold my comment for a post merge. Sounds good. Yeah, I mean, I feel like it's an advancement of what we currently have. Of course, it has some limitations in a way that you cannot match ports to HTTP routes. If your service has exposes different type of traffic like UDP and TCP, both of them, you cannot create a specific rule for only UDP, and so on. But I feel like this is an extreme edge case. And adding ports instead of just one makes the whole spec way easier to adopt, because right now in the current state, if you have two ports, you have to create two separate traffic target objects instead of having one with an array of ports. I feel that the change, even if it has some limitations, it's better than what we had before. If we, if we merge, if we merge this, I will not make an SMI spec release. I would also rename the traffic target and then do a release, like Michelle proposal to rename it. I think it's, it should, it's a, it's a good proposal to rename traffic target. I think Patrice also volunteered to help us with that too. So you might want to coordinate. All right. Also, I had mentioned, actually, I'm going to continue the traffic access conversation on the issues since we're out of time. Okay. All right, that'll wrap us up. Let's say next meeting. Well, the next community community meeting. That'll happen on the 14th. I think we will have the discussion just next week about the spec for the traffic split. Is that correct? Will someone send out an invite for that? Yes, I'll send out an invite. Yeah, same, same meeting. And we still need a dedicated note taker who is willing to dive in on the 14th. Isn't that Lee? He has to be out that day. Oh, and then then I do the note taking it somewhere else. I don't mind. I can, I can no take for you. Okay. Okay. All right. All right. Thanks everyone. Thanks a lot. It was next week for that spec discussion and the week after on the 14th, the next community call. Thank you. Thank you. Bye bye. Bye.


At this SCCR meeting we focused on our standard agenda items, first we had good discussions on broadcasting, most of those were informal and were working on the details of a text proposal that could eventually go to a diplomatic conference. Then we turned to exceptions and limitations, we had positive discussion on three topics on libraries and archives, including cross-border transfer where we had great participation from the libraries and we also had an excellent presentation from Professor Daniel Seng of Singapore University on Education Exceptions in Copyright Laws of about 140 Waipo Member States and he promised to complete that by our next meeting.


Well hello everybody and welcome back to my channel. Today, if you guys can see, we are going to be doing a Chrissy and Designs haul. Recently, Chrissy and Designs had their eight year anniversary and there was a sale attributed to that, so of course I took advantage of it. So I just got this, but full disclaimer, I believe that this video is going to go up in a week or two when I am in Alaska. So just want to put that out there and the sale is over by the time that you are seeing this. So anyways, love the planner Steve with the special delivery. I think that's gorgeous. I'm not going to show you the front because there's my address on the front. So let's open up this bad boy. Alright, so everything is nicely packaged as always. Alright, so let's start with the flare. Let me zoom in just a bit for y'all. Alright, so I did get some stuff, like some enamel pens because I've been into enamel pens lately. I don't know, are you guys into enamel pens? I think they're kind of fun. Alright, so the first one, let's zoom in a little bit more here, the first one says I've got a sticker for that and then the back has, I know some people are like concerned about the backing on some of these. This has like the locking backs. You know, I know you can actually buy locking backs as well but you know some of them come with other things but that's super cute. It's like just got pink and then it's like a, it's not like, I mean it's silver but it's kind of more of like a gunmetal silver I think. And then we've got this one that says I went wild with CAD with a Texas outline which I think is really freaking cute and this one is more of like a bumpy sticker or not bumpy sticker I'm sorry like a bumpy pin and then this one's got a rubber back on it where this one's like kind of, kind of flat. I mean it's kind of raised up but not really but this one's definitely like indented but I love these. I think these are so pretty. Alright, let's go with this one now. Alright, the next one feels exactly the same as this one but it says it's a planner thing you wouldn't understand in the pink and then also has the metal clasp back. So cute. And then we've got this fun rainbow which I'm obsessed with. It's so cute. I saw it online and I was like that is one cute rainbow y'all. I need that. And then the last one of course I had to get this one. The hashtag caddock definitely a true statement of my life. Alright so that was it for the pins. Let's move on to the stickers. This is a little freebie that was in my order. It looks like this is the May mini sampler one of three. I believe that this one was yeah okay so it says thank you for celebrating eight years of CAD with us. So this was a little freebie that came with everybody that ordered during their anniversary sale and I love that it has like the punches because you'll see all of mine have the punches. You can get these either without like without the punch or you can get them that have the punch. I just got some basic appointment stickers. I got two of these and then I got some like skinny appointments. I think I got a couple yeah I got a couple of these. This is in the bold and then I got this one in the pastel also two of those. I got some eggplants because Cindy did them and I thought that they were hilarious so I got the purple colorway and then this is like the rainbow colorway. And then this one also is a Cindy one in the rainbow scheme and it says wake up kick ass repeat love that.  But I got it in the rainbow colorway which I thought was awesome. And then oh here's some of the pastel colorway for the larger appointment stickers and I got two of those. And then the last thing I got was the rainbow colorway that says planner meetup and it's got like a little little planner on there. And I wanted to show you guys also a while back I did like a big de-stache of a lot of my stickers and things like that. I did get rid of some Christian design stickers just because I had so many. This is the binder that I use. It's a really really really thick. I believe it's like a three inch or something like that. If I can find it on Amazon I'll link it below. But this is what it looks like on the inside. Let me zoom out just a little bit here. Yeah this is what it looks like on the outside. So like these ones are like these little guys usually just tuck in here. These are some that I got at I think I got both of these at Go Wild maybe? I think I got both of them at Go Wild. I need to get them in here somehow but I just haven't done that yet. But I love that this like this could go like right here. Like tada! So I've got some samplers in the front. Oh and I have my little planner steves in the front. Oh here we go. Here's like a little a good example of what I use here. So I use these little separator sheets and I have some tabs on the top and it tells me like what's going on in that tab. So if I do it to the right the sticker sheets are just a little bit too long so I don't really see them. But if I do them on the top it works perfectly. So here's just kind of some random assortment of sheets that I have that are Chrissy and designs and of course samplers. So I just throw those in the front because these have a little thing. I think I got these at Staples if I remember right. But I love this so I can just put this in here so you know I can just kind of organize them. And what I do like you know I I clearly wasn't running like low low but you know I just wanted to like buy some stuff right. So what I like to do is put my least used sheet in the front and then kind of go from there. So then this is my last full sheet of the pastel in this version. So then I'll put my new sheets which are these ones right here and I'll put them right here. And then you know same with my bold. This is the only one I have of the bold. So again I will put these ones behind it so I can use up the first ones you know. So anyway that's kind of like how I organize my stuff. And then like the first half of this is all functional stuff and then the last half of it is like decorative and things like that. So then this is like a quote category so I've got all of my laundry in here. Snow day, lazy day, sick day, planner friends make the best friends and then I will end up putting this planner meetup in here as well. But I just wanted to show you guys this because I think this is kind of a fun little peek into somebody's mind of like the way that the organization and like planner organization I guess works for them. So you know obviously the whole all the tabs are different. So I categorize it by event stickers, half boxes, full boxes, flags and arrows, holiday sets, awareness, monthly kits, decoration, quote, icons, functional. So functional to me means functional with like a little icon or something. Alright so then what's the next one I have to lie on? Strips, health and wellness and then hexagons which I think I've gotten rid of all my hexagons now because I just really wasn't using them. But I loved them and I bought all of them what they first came out. But you know that happens sometimes that happens sometimes. But anyway I love these binders. I know that she has her own binders too which are a little bit smaller. I believe they're about half the size of this but I just love everything in one spot. I don't know about you guys but I just love everything in one spot. And when I ordered these the only color that was available was black. I would have loved a white one but you know I only had black so oh well that works out good. And then on the side there is a place for like a sticker or something to go in. I had one that was functional stickers and then one that was decorative stickers and I just condensed them all into one but I haven't like redone this since I condensed it at all. And if y'all are interested here is the label on the back of this. It's an Avery binder. There's the info but I will I'll link it. I know I'm pretty sure you can find it online. So that is it for my Chrissy and Designs haul. I hope you guys enjoyed this video. If you did make sure to give it a good thumbs up. Also feel free to subscribe, comment, share it with your friends. You can hit the little bell notification next to subscribe if you want to be alerted when I upload new content. And if you guys ordered anything during the sale let me know down in the comments below as to what your favorite thing is that you ordered. I know she's got lots of different things. She's got pajamas. She's got t-shirts. She's got some home items. I think she's got calendars now like little desk pad calendars. I mean she's got so many different things now. This is the first time I have purchased enamel pins from her and I'm really really excited about these. I'm like literally gonna go upstairs and put these on my corkboard like right now. So because I've loved her stickers forever I think these are my favorite thing that I ordered this time around. But thank you guys so much for watching. Have a great day and I will see y'all in my next video. Bye guys!


Hey what's up folks! In this project, we're building a set of animatronic wings. These wings are motorized and controlled with a potentiometer so you can adjust the speed. 3D printed parts hold everything together and can be customized to fit your cosplay. We designed this to be a DIY kit that folks can make with electronics from Adafruit. The wings are powered by an Adafruit Feather along with the Serbo Featherwing. The two are fitted on a Featherwing doubler and secured to a 3D printed backplate. The wings are attached to 3D printed brackets that are secured to Metal Gear Serbos. These are strong enough to support medium weight wings with ball bearings as counterweight. Elastic straps allow you to wear them like a backpack so you can easily put them on. You can detach the wings and swap them out so if you want to drag in an angel or fairy, you can use this project as a platform for your cosplay. The backplate has everything nicely secured in a compact kit that's small enough for young makers. You can integrate the backplate into your costume or add extra padding for more comfort and wearability. With the doubler Featherwing, you can swap out the Feather and add a new one with Bluetooth or Wi-Fi connectivity. You can control up to eight different Serbos so it's great if you want to add more appendages. Adafruit's Circuit Python makes these projects great for folks who are just getting started. The code was written by Aaron St. Blaine and uses the Serbo Kit Library. The number of flutters and pauses are randomized to make it appear more organic. We think this is a great example for server-controlled animatronics. The code is open source and available to download on GitHub. We designed the CAD in Fusion 360 and modeled parts for the parametric and adjustable. Our layer-by-layer tutorial walks through the design and how the parts work together. The 3D printed parts are designed to print without any support material. Be sure to check out the learn guide for a full step-by-step tutorial on building this project. Links are in the description. We hope this inspires you to try Adafruit's Circuit Python for your projects. Thanks so much for watching and don't forget to subscribe for more projects from Adafruit.


Football is back. We're here at Falcon Training Camp. Hi everybody, I'm Dave Archer. Yes, football is back on a hot steamy day here in Atlanta and we're going to continue these series of reports for you throughout the training camp and give you an idea of what's going on for different position groups, different places on this football team. But my mind went to the defensive side of the football and optimism for me is on that side of the ball right off the start. Dean Pease, the defensive coordinator here is a guy that's had tremendous success in this league. You think about what he's done in three different places in New England, Baltimore, Tennessee. 12 years the defensive coordinator. Nine of those years his defenses held teams to 20 points or less. How does that equate to what we saw 2020? Well, think about the games this team lost. They lost eight of ten games that were one-score games a year ago. Dean Pease's defense, keeping teams off the scoreboard. That sounds like a recipe for success. And if you flip that to a five and five record in games, one score or less, now all of a sudden you're a playoff football team. Yes, optimism reigns supreme. And I think some of it has to do with the Falcon defensive coordinator.


Okay. Good morning, everyone. Thank you for connecting to the class. I'm sure the others will come in in a bit. Okay. I've started the recording for this class, so this lecture will be recorded. Let's take a moment to pray, and I'm sure the others will join us as we proceed. Okay. Good. Somebody please lead and pray, and then we will get started. Loving Heavenly Father, we just come into your presence, Father God. Thank you for this wonderful morning. Thank you for this. Thank you for your hands of protection over the week of Father God Jesus. As we gather here for the class of Father God, I pray for a pastor. I pray for others who joined the Father God Jesus. Help us to put everything we practice in our church, in our organization, what we learn of Father God. Let us be a good professional and minister for your kingdom of Father God. We pray, see, we honor your name. In Jesus' name, we pray this prayer. Amen. Amen. Amen. Thank you. All right. So this week, we are focusing on this topic of culture, organizational culture. We started this topic on Wednesday, and we will develop it further today. So I'll just quickly review some of the things we mentioned on Wednesday. And these PDF documents are available in the coursework section. All right. Just to quickly review, when we say culture, we're talking about culture, and we're talking about culture in the context of the organization. And of course, again, if you're talking about church ministry, lots of effect, we can also talk about the culture of the congregation or the church. Here specifically, we're talking about the organization first. So when you say the culture of the organization, whether it's a church organization or some other Christian ministry organization, let me just make sure I let people into the class and don't want anybody to be held outside. Okay. So let me say the culture of the organization. We're talking about these beliefs or jointly held beliefs. We're talking about certain values and the practices that people with the organization have. Some of the behaving and thinking the way people think and the way things are done within the organization. Now, not all of this will be necessarily documented. Some of these are like unspoken things. They're just accepted. We just practice some of it. Of course, we know that we say core values. Those things will be documented. Those things will be formally communicated. Some of this could be informal. Some of the practices behaving and so on. And we also said that in a large organization, there could be even subcultures. Sorry, that are specific to certain departments or certain groups within the organization. So that also can happen. We said culture can change over time, whether it's your internal change or external change. So culture is dynamic and it can change. And so why is culture important? Well, it affects how people, what is the experience of people within the organization, how they feel within the organization. Therefore, it affects productivity, how people are able to perform within the organization. It also affects how the congregation itself or the people are served because how the people or the culture that's embodied or embraced by the organization will determine how they serve people and how they take care or do the ministry, basically. And culture also can protect the organization from negative influences. If you're maintaining a healthy culture within, when there are negative influences coming in, it protects the organization. We mentioned what shapes the organizational culture. And just quickly reviewing what we did on Wednesday. Very important is that leaders model it. So people will see the leader and they will follow. So at various levels, right from the team leader to the heads of various areas of ministry to the pastors to others. We need to model it and the people will follow that. We talk about stories, stories of a powerful way of communicating who we are and what we are about and why we do certain things. There are rituals and practices that how whatever you repeat consistently, it shapes thinking, it shapes behavior. The culture can also to some measure be formally communicated. Whether it's in the orientation or training or through repeated things like posters and graphics and things of that, you know, you're constantly communicating. This is what we're about. And also when you affirm and reward people for doing things that align to the culture, behaving in a certain way that reinforces that within the organization. So we just talked about APC as a church, you know, our core values and we try to communicate it through this graphic. You'll find it in different places. But most importantly, like I said on Wednesday, you know, if we embody this, then people will begin to understand, hey, this is what the APC is about. And this is the culture, you know, we are going to maintain within the organization. And this is where we stopped.  They're unhealthy. They're not good for the organization. They're not good for people in the organization, whether it's among the leaders or whether it's among the staff, people are working in the organization. And in contrast to that, you know, what would add what attitudes and behaviors will, you know, are good for creating and maintaining a healthy culture. So we need to contrast or understand these things. So we're going to go forward from here. I will shift over to the part two of this document on culture. So here's a little chart that kind of captures what I put in a table. It captures it in this little chart here.  So I will just quickly run through it just to, you know, our minds will say, like, you know, there are two opposites here. And we make a choice as to what kind of a culture we want to have in the organization in relation to these kinds of behaviors. You know, you could have a top-down or you can have a participative when it comes to decision-making. We can be rigid or we can be flexible in the way we work. We can be cold or we can be very caring about people. We can be disjointed or integrated. That means, you know, we could work cohesively or we could work in silos very separately. You know, what are we focused on? Are we number focused or are we quality focused? Are we looking for excellence or just looking for big numbers? So that's, you know, the different mentality here. Are we hierarchical or are we flat, you know, as an organization? Are we micromanaged or do we give people autonomy to make decisions and do things on their own and make their own decisions? Are we reactive or proactive? Do we wait for something to happen then respond or do we go forward and make things happen? Are we secretive or are we honest? Do we share information? Are we supportive and communicated in those things? What do we, you know, here's again a challenging thing. Do we try to protect relationships or do we tell the truth? You know, what is more important for us? Are we indifferent? Are we curious? Like we just turn away or are we go research, search out? Do we create trust or do we destroy trust? And there's not a complete comparison list, but they're just, you know, something to say. Look, if you want to have a healthy organizational culture, we could choose, you know, we have to choose between certain behaviors, certain attitudes, certain ways of doing things. And depending on what we choose, we are going to create that kind of a culture within the organization. Now, what is interesting here? And I'm just, Jim Collins is, you know, regarded as a management guru and somebody who's done a lot of work in the area of organization and management and so on. One of his recent books, I mean, it's not too recent, it sounds silly years ago, you know, it was a book good to great. I was trying to help organizations understand that, you know, it's not sufficient to be good. We've got to move to being great as an organization, what you do and so on. And in his research of just helping organizations move from being good to great, there were certain characteristics that he highlighted. And these are just an outliner summary of things he put forward. Now, understand, this is not a Christian thing, it's just general management kind of information. But a lot of what he's saying here seems to kind of reflect, what are, you know, what we would say are really godly or Christian values or ethics or things like that, you know. So he's just speaking from very general management perspective, but it's very interesting that these are qualities that are, you know, the Bible encourage many of these are things that are, you know, things that are encouraged in scripture and put forward for us. Yeah, but I just, we just run through this list. Just, and I look at it this one, you know, a management perspective from an organizational perspective. So what helps organizations become great organizations? There is curiosity, there is this, you know, and again, talking about people, right, that they are willing to go out there and investigate, research, explore, pioneer. People are rigorous, but they're not ruthless. So there's a balance here. They do, they work with rigor, with a lot of diligence, but they're not, you know, ruthless. There's a culture of discipline. So there are people of discipline, people taught in action. So there's discipline to the sole process within the organization, which helps organizations become great organizations. There is humility in leadership. There is determination in the way people work. There's of course positioning that is the right people and the right jobs doing the right thing. So that's important. There's unwavering faith. They have the sense of belief that they can, they can accomplish, they can be great. They can do outstanding things. There's this, let me just make sure that people and I don't want people to get hit outside. All right, everyone's in. Somebody's been trying to come in. I don't know. Okay. All right. All right. Good. Samuel's in. All right. So going back here. So, yeah, so there's this, you know, unwavering faith that there's been a sense of belief that it can be done. We will do it. There's also honesty. That means, look, these are the facts. This is what's happening here. We're not living in denial or not in, in pretence that what is happening is the way things are, but it's a, it's an honest recognition of facts. And because only then you can address what is happening, whether inside the organization or outside. They, of course, leverage technology. They are, they, they espouse core values. This of course is dependent on the organization, what they're doing, et cetera. They have these well expressed and well espoused core values that help them become great. And they understand what they're really good at. You know, obviously they recognize they cannot be good in everything, but they can be good in what they are good at. So they are, they, they're the key differentiating competencies. And that's what they focus on. They understand enough. This is from a business point of view, but they understand what are the economic drivers, what are causing, what's, you know, what's happening out there presently in terms of the economy and things that are driving the economy. So that's from an organizational point of view. There's focused passion. So these, these are people working with great passion in the organization. They are focused on goals rather than just doing things as bravado, as, you know, just demonstrated things, but look, we've got to specific things, goals based on clear understanding. And then at a leadership level, decisions are based on dialogue and debate and our talks, recent analysis, meaning it's a very evidence based, very data driven, open discussion type leadership, you know, that is very realistic in nature. So basically, you know, this is the summary of the things that he put out saying, look, this is what's going to, this is the kind of culture. A lot of this has to do with culture, the way people behave, the way people conduct themselves in the organization that is going to help the organization become great, you know, to go from good to great. And you can see a lot of these things that we have put out here, that has been put out here, kind of relate to the Christian faith or what we would say, you know, as people of faith, you can do these things, right? It's very, very interesting. Okay, so I just wanted to highlight that. So, you know, it's always good to pause and reflect and say, you know, how much of this are we practicing as an organization? So we can actually go through these lists and say, you know, in our Christian organization, you know, whether it's a church or whatever, how much of this are we following? Can it be said about us, you know? And so it's a good, kind of a checklist or self-evaluation kind of thing, right? So having understood that culture, even though it seems like it's very intangible, it actually can be captured and understood, evaluated, and improved within an organization, you know? So it's not something that's, oh, well, we don't know how it happens or we don't know how to influence culture. No, we understand. We know that we can recognize it. We know it's a healthy culture. Is it a toxic culture? And we know what are the determinants of a good, healthy culture in an organization. So we can actually do some things to evaluate it, right? So I'm just presenting here two ways to go about it. One is like what I'm just referring to as a general assessment. You know, now you can do it like a very formal way, like ask people, talk to people and so on, or you can just do it by observation, you know? So how would we get a pulse of the culture within the organization? Well, one is by doing a general assessment, by asking some questions. And I've just put down some questions that we could generally ask to get a sense of what's really happening. Where is this organization at? For instance, a question like what stories experiences do people remember about the organization? So if you just generally ask people, especially those who've been there for a while, what are your most favorite stories about this organization or the experience of this organization has gone through? What are your stories? What will they say? You know, somebody's been there for five years. What will they say? Because those are the unspoken things that are actually in the minds of people that are guiding a lot of their actions, their decisions. You know, usually they don't go and check up a rule book in order to make decisions. But there are these stories, these experiences that they have seen the organization go through. And it's somehow in the back of their minds as they make their decisions or go about their work. So that's an interesting thing to find out. Another question would be, how do you perceive leadership? That means what is the leadership of this organization all about? If you were to give me three top things that you see in the leadership, what are the other things? Well, they're very demanding or they're very controlling or they're very dominating or, you know, are they inspirational? Are they courageous? Are they risk-taking? Are they, you know, what would they say? What are the kind of words they would use to express what the leadership is? Now, why is that important? Because we said earlier that leadership is influenced largely by what is being modeled by leaders at various levels. And the people who are working with them, with those leaders, they don't imitate. You know, hey, the leaders are dominating. They themselves are beginning to dominate others. The leaders are very controlling. They will go and control other people. But if the leader is encouraging or supporting, they'll be supportive of others. They will know that, hey, this is what I have to follow. Because what is being modeled is what they will be not only influenced by, but they feel they would be held accountable to that same standard. You know, so that's another question to ask. Another way, another question we can ask when we want to get a pulse or feel of the culture is prevailing culture is, you know, hey, what are the rituals? What are the practices people are excited about?  It's a big deal, you know. Somebody's birthday, we cut a cake, we have something. So then it's like, wow, that means people are celebrated.  What else? You know, what are the practices, things that happen here? Oh, you know, when a project is done well, you know, that's announced and we share the, we share the excitement of a success. Okay, that's wonderful. So things like that, you know, practices. What are things that are repeated over and over again, which people are excited that gives a clue or insight into what the culture is like? How do people behave? So if you ask somebody a question, hey, how do people behave here? Are they open? Are they friendly? Is there a sense of team spirit, a sacrifice show? Or is there fearless feedback? I mean, do people talk easily with each other and give feedback straight in the face? Or are people afraid? Are people afraid to express ideas? Are people, you know, can, you know, people just keep quiet and, you know, so how do people behave here? It gives an understanding of the culture. How do people feel about the organization? Are people really excited? They're like, man, this is the best place to work. Man, I'm just so glad I'm here. What a privilege it is. Or, man, I can't wait to leave. The moment I get another good opportunity, I'm out of this place. You know, how do people feel? It gives an idea of what's going on. Are people inward looking or outward focused? And this is especially true about a Christian organization.  How are we going to help them? How are we going to reach them? How are you going to, you know, for a church would be like, how are we going to reach new cities? Are we going to reach new places? How are we going to reach our city? You know, what's going on? Are we inward looking? Are we outward focused? It gives a sense of what people are. Are people risk-takers, entrepreneurial, innovative, or are they risk-overs? They don't want to do anything new. Are they willing to try new? Is this the organization? Encourage people to do something different. Try something new. Or is the organization always rained in, said, they don't do this, man. We've never tried it before. Don't do it. Or we don't know what will happen. Like, so are they risk-overs? So are they overly cautious? You know, so you can ask people and you get a feel. What's happening? And of course, you know, we've talked about this. Is it a lot of top-down approach or is it flattened free? Are people able to go make their own decisions and so on? So, you know, so this is one way of getting a feel of what's going on, you know, in the organization. Just talk to people and you'll get a feel. Okay. And then, you know, when we feel that something is wrong, something is not the way we want it to be, then obviously we can take action. For example, if you feel like people are not entrepreneurial, they're not innovative, they're not trying out new things. But hey, we want a culture that people are going to try out new things, are going to take risks. But right now it's not there. They're very cautious. They don't want to take any risk. Then, you know, we want to ask the next thing is ask the question, why is it like that? And then what can I do to move people to that? So when you ask why is it like that? Maybe it's because we have to put too many controls. You know, before you can spend this money, you have to get five approvals. You know, it has to go through five different committees. Only then, obviously people are not going to be taking risks or trying new things because it's too laborious a process to try out something new, right? Or maybe the company is in a state of where it's, you know, the organization is a state where they're saying, hey, we've done everything. We're there. We don't want to try anything more. So that's an attitude change that needs to be done. You know, so sometimes it's a process change. Sometimes it's just an attitude change that needs to happen. So once you recognize what is the cause of the problem, then the next step is, okay, let's change it. So you tell people, hey, from now on, we are simplifying the process. All you need to do is get one approval and you can go and try something new, right? So it makes it pretty simple. So we've changed the control now. It's just get one approval. You can go do it or how did it change? Hey, guys, we are being left behind as a church or as a ministry. We are becoming irrelevant to the people we are serving because we are not trying out anything new. So we have to become relevant. So there's a change in our perspective, a change in attitude. And so we say, okay, guys, we've got to go do these new things because the people we are serving have moved on. They're not in the backyards. They're out there maybe engaging in a totally different way. So this whole change has to be intentional. It's not going to happen by accident, the change in culture. But the change in culture will then determine whether or not the organization is going to be able to impact, be effective in serving its people. So that's one way of evaluating organizational culture. A more formal way, of course, is by doing a questionnaire. And this is a question I just pulled off from one organization here. It's the Lincas World of Work. So we can set up a little questionnaire like this and get people to respond. And it gives us a sense of where are we on the teamwork side? Are we on the individual side? Are we decentralized? Are we very top controlled? Are we driven by objectives? Are we driven by rules? Are we task focused? Are we people focused? Are we product or service? We can reframe these questions depending on what the organization is doing. This, of course, is more from a business point of view. But just an example, are people open to change, try new things, or they are just focused on doing the same repetitive, old traditional things? How are decisions made? Is it, which way are things going? Are the forward thinking results focused? How is communication happening? Cooperation and attention to detail. So just as an example. We can frame our own questions depending on what the organization is all about and do a questionnaire, get feedback. When you have hard numbers, you can then do an evaluation of the numbers. You can see where things are and then take action. So that's another way to get a feel of, what we're talking about is getting a feel of the organization culture. And it's important to know from time to time how things are so that we can make sure that we are shaping and creating a culture that is healthy and that will help people enjoy and perform well and that we can serve people well. Okay, last few things, and then we will have time for questions. So now, of course, in a church setting, in a Christian ministry setting, what we really want is to nurture kingdom culture. Kingdom culture. That means we want to promote, we want to de-organization and the congregation. So I'm talking about the organization, meaning the church organization, as well as the church congregation or the ministry group. We want, really, because we're a Christian organization, we want to express biblical culture. Now, if we sit down and think, and I've just put some things down, but if we sit down and think and say, hey, when we look at the Bible, what are some of the traits or expressions of kingdom culture or biblical culture? Yeah, let's put it down. So we can, you know, and I'm sure we can, many of us will agree to some of these things and maybe we can add to this. And we talk about compassion or love. We talk about faith or express the courage. We talk about humility expressed through servanthood. We talk about sacrifice. We talk about generosity. We talk about hard work and diligence. We talk about perseverance or endurance going, pressing through difficult times. We talk about pioneering or innovative creative, because God is a creative God. He gives us new ideas. We also talk about stewardship and being fruitful. That means we want to be productive in what we do, not wasteful. We talk about unity.  We can talk about integrity, honesty. We can talk about ultimately everything's being done to the glory of God. We can talk about these, this is not a complete list, but these, in many ways, are expressions of the kind of culture we want to have as an organization and also as a congregation. Right? So this is what we want to see. So we've got to keep a, you know, a pulse on this. We've got to see, hey, is that organization embodying these expressions of kingdom or biblical culture? How do we nurture these things? How do we encourage the development of these things? And how do we protect these things within the organization, also within the church congregation? So we need to be, you know, watchful, careful. Right? How do we nurture these things? So first of all, we've got to, and these are some things we already mentioned earlier in the very first part of this topic, but we've got to reiterate these traits. That means, hey, this is what, this is the kind of culture we want to have. This is what we value. This is how we want to function. These are traits we want to have within the organization, also within the church congregation. So reiterate them. We've got to model them. So if we don't practice it as leaders, it's not going to happen. Nobody's going to just do it just because we tell them. They have to see it in our lives. So we should be as leaders at different levels. We have to embody these things. Then, of course, we've got to require them. You know, once we do them, we can expect it from people. This is it. If we see something that's out of alignment, we get them back in alignment. So we require it from people and say, look, this is how we are going to work. This is our culture. We want to express kingdom culture or biblical culture. And then we reward, recognize and reward these traits. And then when we see people doing these kinds of things, we appreciate them. I say, hey, it's not only the performance, but it's the behavior that we want to appreciate. You were like this. You behaved like this. Of course, performance is the outcome. Performance results, that is there. But we also must appreciate the behavior. You did like this. You acted like this. That's something you value because you are embodying kingdom culture. So we recognize and reward these traits. The last thing is this, right? Last point here under culture, which we all need to think about is, as we are developing kingdom culture within the organization or within the church congregation, you know, there will be disturbances coming. Like we said in the beginning, there will be internal and external things that challenge the culture or try to disturb the culture. So it becomes our responsibility to protect organization culture. Right? So one, number, how do we do it? So here are some of these practical things. Number one is when you're hiring people or you're engaging people, ensure cultural fit. That's the very basic thing. Because if we bring people who don't understand the culture, who are not open to adapting to our culture, it's going to be a misfit and it's going to be a problem somebody has to give in. And I remember this was in the early days of the church. And at that time, you know, there's a lot of things we didn't know and we had to learn the hard way. But this was, I'm going back in time to about 2002, I think, 2002 or 2003, you know, as a church, we were open to, you know, starting new branches, new churches, so on. And what we did was at that time, we actually adopted somebody to be part of, they wanted to join us. Okay, you can join. This person was actually a musician and he only had a kind of a well-established music ministry in a regional language. Okay, so he used to sing in that regional language and he had a well-established music ministry. And he said, I'll join APC.  It's a young man. And we had just planted a church in that area. It was outside Bangalore. And so we said, yeah, fine. You know, we were excited, you know, he's a young man and we can help him and he can help us as well. So we said, okay, sure. We have just planted a church. We want you to be responsible for the church.  You can definitely use your music and all that. So we just, you know, set the set together. And those days I didn't know, I didn't really understand that culture could be such a problem. You know, I thought, hey, he loves Jesus. I love Jesus. We can work together. You know, I guess in some sense, I really didn't understand how culture could be. A clash in culture could become a big problem. But anyway, here's what happened, you know, so we started the church. I said, okay, you know, our church services we have. I think it was like 1030 in the morning or something.  This is it. Everything's been set up here. Okay, fine. We all agree. Then one Sunday I got a call.  For me, it's like, I can't understand, you know, if the service is starting at 1030, you're supposed to be there by 10 o'clock, make sure everything is open, set up, ready to go. So that 1030 service can start. But this person hasn't come. I was like, this is unacceptable for me. You know, this cannot, this cannot happen. So I called, I said, what happened? He said, no, no, no, I'd gone out here. I went to minister somewhere else. I'm on my way. I'm coming. I said, sorry, we don't work like this. You know, and I think this happened two times. I said, sir, this is not going to work out. This is not going to work out. You know, and I was a little firm. Right. I just spoke to him. I said, see, we don't work like this. If services starting at 1030, your responsibility is, you should be there at the venue, at least, at least half an hour before, open up everything, arrange everything, be ready to welcome the people. You're responsible for it. You know, and just a correction like that, he couldn't handle. Right. Because he, in some ways, I need to, somebody needs to mute their mic. I'm not sure who. Okay. Right. So he, he couldn't handle it that I spoke to him like this. I said, see, this is it, you know, service starts to have to be there. He couldn't handle it. He was already, like I said, he already had before coming, joining with us. He had an established music ministry outside. He couldn't handle it. So when I spoke to him and I corrected him, but I corrected him lovingly. I said, look, this is how we work. You know, you service starts at 1030, means 1030, it should start in this, nothing. In fact, we prefer if you started 1029, you know, it's not, not like you can't start five minutes late. These are just how we work. Yeah. He couldn't handle that. Next thing I know was he said, I'm leaving now. And, you know, this happened way back as I said in 2002 or 2003. That's when I realized, hey, to me, it was like an eye opener that, you know, we both people love Jesus. There's nothing wrong with him. He loves Jesus. He's a musician. God has gifted him. He's a wonderful person. Nothing wrong with him. We also love Jesus. But this is a matter of culture for us, you know, starting a service on time is very important.  Yeah, I can understand. But otherwise with all things equal practice, you have to start on time. People are coming at 1030. No excuse. We are responsible to be there before time, get everything ready. It is a very small thing in my mind, you know, starting on time is like, it's a normal thing. But for him, it was a big thing. He couldn't accept it. And he resigned, quote unquote, resigned or left. That's when I understood, okay, to work with people, it's more than be both loving Jesus. That's important. Of course we love Jesus, but culture is such a big thing.  And from that time we decided we are not going to adopt churches. So that that experience helped make a decision. We will not adopt. Why? Because there will be a clash in culture. And we cannot force them to change their culture. You know, suppose a pastor is there, he has a church. You know, he has nurtured his church a certain way. He has his own culture. He may want to become part of APC. That's nice. But we always say no. Why? Because we recognize there will be a clash of culture. So from then on, you know, there have been many pastors around the country who say, you know, and even we still get it now because we want to join APC. We want to work up with you. We always say, look, we will help you, whatever you want spiritually and take our books. You can take all the resources will help you spiritually, but please function on your own. Because not that they don't love Jesus or we love Jesus more. It's not that. It's because culture and we don't want to go there and try to tell them to change their culture. It'll be a problem for them. So you operate in as you are. We will just give you what we have.   You know, so when you're when you're hiring a person, you're bringing a person to join your organization or the example I gave us more in terms of a ministry to ministry relationship. Culture can affect that. And it's just different cultures. I'm not saying one is better than the other award. You know, some things will work and some things will not work, but there has to be this fit. If you're going to be able to work together, especially if you're hiring somebody into the organization, this is very important. It's, you know, they could be very well qualified. They can have all the gifts and skills, et cetera. But if there's no cultural fit, it will still become a problem. Another part is we got to preserve the organization's tradition. So we, you know, we got to protect the organization. Okay. This is traditions means I'm not saying traditions that restrain us, but I'm talking about straight traditions that strengthen us.  This is how what God has done. This is the call that God is having. This is how, you know, God has worked and helped us overcome challenges, et cetera. So those stories, those inspirational moments we need to preserve. Okay. So please understand the word traditions in the right way. I'm not talking about traditions, meaning the, in the routine way of repeating repeatedly doing same thing, talking about the stories, the, the, the way in which God has worked and the things he's given to us in our journey, the history with God, those things, you know, as we are repeated, it keeps inspiring new generations. Another way to protect the organization's culture is, you know, you, we encourage communication. And if you have an internal language, you know, that's like, hey, it kind of inspires the language, you know, though. So when we talk about, when we talk about like, you know, we are the people who are of the word and the spirit. Immediately people know what we, what, what we're referring to, right? APC. We are people of word and spirit or APC. Every believer is a minister. We understand what we're saying. Every believer is a minister. And sometimes I hear this back from people, the congregation. Oh, yeah, yeah. Every believer is a minister. That's good. That's an internal language we have that embodies a certain value that every believer is a minister. We encourage everybody to do ministry, you know. So like that, when you, when you create that internal language, it helps re-trade values that are important for the organization. And we've mentioned this before, when we reward, recognize what behavior, performance of course will be rewarded, but behavior also, when that's rewarded, you know, people understand, okay, it's not just performance, but also my behavior that's, that's appreciated. So encourage that and address, reward that. When there is behavior contrary to the organization culture, that has to be addressed. Like when somebody is not aligned to kingdom culture, you know, these, these things that we are seeing, this is what we want to embody within the organization. When there are things that are opposite to that, you know, lovingly address and say, hey, we need to get, sorry, we need to get into alignment. Here and so on. We need to hold people accountable. And we need to avoid covering or feeding toxic behavior. So like I mentioned last class, you know, this is especially true at the leadership level, you know, and there are just numerous, numerous stories, case studies of Christian organizations that have just been totally devastated simply because at the leadership level, they didn't hold leaders accountable. And in fact, the organization was guilty of covering up and feeding into toxic behavior. You know, and like I mentioned about Morris Hill church, you know, it's a case study. And it's, it's something, you know, like I said, Christian in today's put it is releasing a 12, 12 part cities podcast that are just, you know, looking at the whole, whatever happened to Mars Hill as a case study so that we can learn from it and make sure we don't repeat the same mistakes. And one of the things that comes out so clearly as they look at Mars Hill church is that when the leadership began to just become more and more toxic, more and more dominating, controlling, abusive, the organization was actually covering that up instead of addressing it. When I say organization, people around the leader, they're just supporting covering up. Why? Because, you know, the whole organization was dependent on that one very successful pastor. And nobody wanted to address it until somebody had the courage to say, Hey, we are not going to put up with this anymore. But the moment there was a reaction like that, you know, and the leader was not willing to receive that was a problem. The leader was not willing to receive chain correction or, you know, undergo a process of correction, change, things came down. But if it had been addressed earlier on and held accountable, it would have prevented a lot of harm to people. So many people hurt in the process. So many people were affected, you know, and it's very sad. But that's just one example of a Christian organization. And it's very high profile. You know, but like that, how many other churches, how many other Christian organizations are being affected? Simply because people are not being held accountable and issues are not being addressed. So if you're going to protect the organization culture, you need to address, address the behavior, hold people accountable and don't cover up, you know, just address it and bring about correction. Okay. So these are two lessons here on organization culture. Very important for the organization. Let me pause here and say, okay, if you have any, oh, I'm sorry, I wasn't sharing my screen. All right. Do we have any questions or anything you want to talk about? Any thoughts here? Hi, Pastor. So this is regards to the core values. So just a practical question. So, you know, our goal, we have our six core values, right? So how did you design it, Pastor? So maybe you would have had many options in mind, like probably like, you know, so many values should have been, but how did you finalize this? Was it like a design long back or after starting the organization? Was it designed collectively? Pastor, can you hear me? Yes, I can. Yeah. So if you tell me, so maybe like, you know, people, if they are starting organization, so that would be helpful.  So to answer your question, these, these values or something they put down at the very beginning. When we started, of course, we didn't have this graphic, this fancy graphic and all. It was simple word document kind of thing. Where, when, and of course it was, there was kind of overlap between what I was doing in the company. We had this set of core values for the company. And so I said, okay, you know, we need core values for our church organization. Slowly, when we started adding people. So when we had two or three people, then I said, okay, we did. Sorry. We need an expressed core values. We didn't have this fan round graphic and all, but a simple document saying, look, and so it was something I said, okay, what do we want a PC to be about? You know, so it came from that simple question like, okay, you know, if as a church, what do we want? And of course it has to start with people working for the organization is from here. It goes into the congregation. What do we want? So then how do we capture it?  So unity and so relationships. So these are things that are very important for us. We put it down. And sometime later only we put it into this little graphic must have done it. I don't know. I'm thinking about eight years ago or something, and we put it in this graphic and all that stuff. But initially it was just what to say statements that were written saying these are our core values. That's how it came about. So to answer your question, yeah, it was done in the early days. When we initially started, it came out of this question of what do you want a PC to be a PC to be all about? And then how do we capture it in words? So we put it down. Our theme is Jesus focuses, you know, the word of God. So we used to say we had a word-based, spirit-filled church, you know, Jesus focused word-based, spirit-filled church. We don't depend on these things. We depend on the path of the Holy Spirit. We just put it down in statements and communicate that. Yeah. Did I answer your question? Yes, Pastor. Any other questions on culture, what we spoke about? Okay. All right. So let's close in prayer. Next week we're getting into finance accounting, financial aspects of the organization. Again, it's going to be more on guidelines, what we need to do as a Christian organization in terms of managing the accounts, the finance. So we're just sharing tactical things on that, how we do it, what we do at a PC and so on. So we'll talk about the financial, the money aspect of the organization next week. Okay. Could somebody please close in prayer and then we will dismiss. Please. Okay, Pastor. In Jesus' name, we thank you for this wonderful time and lot. Thank you for the learning, Daddy. Father, we praise you for your mercy and grace, for the wisdom, Daddy. Help us to meditate about this, Daddy. Learn things, Daddy. We thank you for this, Daddy. Father, keep us and guide us and lead us. In Jesus' name, we pray. Amen. Amen. Right. Thank you everyone. Have a good afternoon. I'll see you again next week. Thank you.


Tess, Tess, can you hear me? Is my mic on? Is my mic on? Hello, I can hear you. Hello. Hi. Oh, sorry, I was muted. Is there anyone hearing me? Tess? Hello, everyone. Welcome to the Wikimedia Hackathon. We're super excited to have you here. This is the second year where we meet and hack fully online. We hope that this event can be a moment of fun, a place where we can connect with each other and welcome new people into the technical community. If this is your first time at the Wikimedia Hackathon, a very special welcome to you. So what's a hackathon? Hackathons are collaborative events where people from the Wikimedia technical community come together to connect, work on projects, prototype new ideas, share skills and knowledge with each other and most importantly, to have fun. It's a great place to get to know other technical contributors like developers, technical writers or designers and to learn more about Wikimedia's technical areas, projects and options to contribute. The hackathon is a friendly space. The code of conduct for Wikimedia technical spaces is in effect at all of our platforms and channels of this event. The text is linked from the main page of the hackathon. Please make sure to read and follow the code of conduct and feel free to reach out to us if you have any questions. The hackathon is powered by its participants. They want it as cool as we make it together as a community. We're still experimenting with formats that work well for an online event. You are very welcome to use this weekend to test out new things and ideas. We want to thank you all for submitting sessions, thinking about projects to work on for this weekend, ideas for social events and offering help. We can't wait to get started. What is happening right now? Now, we are going to walk you through the program for this weekend and show you how you could participate. This is the overview page on mediawiki.org. Here you can find information about the structure of the event, how to participate and connect with others and who to contact in case you need support. At the bottom of the page, you'll find all of us, the coordination team for this year's hackathon. We'll be around all weekend. Please reach out to us. We'll be at the top page or telegram if you need anything. This is the session schedule for the weekend. The main change to last year is that we have a main track. We've recorded stream of sessions that you can follow along on the media wiki channel on YouTube, or in one of the individual servers. So what's on the program today? You can join the new commerce Q&A session right after the opening. You can discuss how to panko maintainers for your tools. You can have fun at the data challenge or you can join the round table on open source tools for events in the wiki media movement. If you have additional ideas for programs that might need a room, please feel free to take one of these free room slots and add it to other events column. Also make sure to create a fabricator ticket with the description of your session. This is our project board on fabricator. It's the hard piece to keep an overview on what's going on at the hackathon. Here you can find the full list of sessions or projects people plan to work on during the weekend. This time we won't have an introduction to projects or a project matching session at this hackathon. Please remember adding your projects to the board so that other people can see what you are working on. And also comment directly on the tickets if you'd like to help with the project. If you need support, you can add your project to support needed help column. No worries if you are new. We can help you at the new commerce Q&A session and you can ask questions in the new commerce telegram group too. Now let's talk a bit more about how you can connect with other at the event and how you can help. Check out the participants list to see who's there and what people are interested in. Note that it's fully up to you if you want to add yourself to the list. You will find all the information on how to connect with others and which chats to use on the discussion channels page. If you want to help with this event, there are different things you can do. For example, you can help newcomers with their questions or support the sessions in the open hacking rooms as a facilitator. You can find more information on the have to contribute page. As every year we'd like to get together at the end of the hackathon to present the projects we've worked on during the event. If you would like to participate in the showcase, please sign up on the page link in the schedule for Sunday. Group photos are another nice hackathon tradition. There are two slots in the program where you can get your pictures taken. We'll montage it all together at the end.  Thanks to all the artists who helped the coordination team with smaller and bigger tasks. It's really, really cool. You all are amazing. Thank you. Let's get started. You can use the hashtag that we have to connect to Twitter. We'll see you on the fabricator, in the sessions, in the discussion channels, and we can go on. Hello, everyone. Are you ready for the hackathon? Yes. Yes.


And thank you, sir. Captain Kawaruchi, a Japan self-defense force sailors and airmen, and our Marines and sailors, a Marine Aircraft Group 12, Marine Fighter Attacks Squadron 242, and the crew of USS America. First, sir, I want to extend the 10 general clarity and major general's apologies for not being able to attend this historic event. So they both recognize this is a huge milestone for Japan. And all of us are eager for the opportunity to once again, closely work with our Japanese allies to provide support that Japan moves forward, move one step closer towards operating their own F-35Bs. Second, I want to recognize that this US-Japan alliance served as a cornerstone for regional peace and security for over 60 years and remains indispensable to our mutual security interests in the Indo-Pacific. This alliance includes close cooperation between our forces, but also extends beyond that to include living as neighbors and sharing a community between our families. This weekend is a prime example. School-aged children from all around Japan will participate in an art camp with our students here at Marine Corps Air Station Iwakuni. At the same time, our Marines and sailors will embark aboard Japanese ship Tizumo to live side-by-side with our Japan self-defense force counterparts as they prepare to conduct the first-ever landing of two F-35B aircraft aboard a Japanese vessel. An incredible weekend for the US-Japan alliance. Additionally, MAC-12's aviation logistics and wing support squadrons were honored to host logistics experts from the Japan Air and Maritime Self-Defense Forces this week for subject matter expert exchanges in support of F-35B operations. So we value the opportunity to learn from one another as you prepare to maintain and operate this aircraft in an expeditionary manner. Over this cannot occur without the tireless efforts and support of Colonel Lewis, his Marine Corps Air Station Iwakuni team and the city of Iwakuni. For the Marines and sailors, the Marine Fighter Task Force in 242 and the members of the USS America crew, the eyes of the world are on you and your ability to integrate with our key ally. More importantly, critical members of the region will be watching closely as we will have to recognize, they will have to recognize the bilateral interoperability demonstrated by this event cannot be accomplished by any other member in the region. The dedicated cooperation and determination demonstrated by sailors and airmen of the Japan Self-Defense Force, the sailors of the USS America and the Marines of the MFA 242 is what makes this alliance unbreakable. And once you all remain focused and ensure the successful execution of this critically important capabilities test, you should be very proud to be a part of it. Good luck to all of you. Send for finalists and survey. You have fair wings and following seas.


So, now that we know that we keep track of various fielding statistics or stats for players while they're out playing defense, these would be things like putouts and assists, and the third one would be errors, and so usually you wouldn't hear somebody compare one player, the number of putouts one player has to another, certainly you can do it, but a lot more often what we'll do is use these three categories to figure out something called fielding percentage, fielding percentage, and so that's what I want to talk about, how do we figure out fielding percentage, so the first thing that we are going to do involves these three stats here is we'll take the number of putouts and we're going to add that to the number of assists that a player has, and certainly we could define this, this could be a team's fielding percentage or an individual player's fielding percentage, and so we take that and we would divide it by his number of putouts, plus assists, and plus errors, and so this will give us the percentage of plays where he completed it successfully compared to the total number of plays where he was given the opportunity to put a batter out or to help do that, so sometimes you would hear this bottom number of putouts, plus assists, plus errors, you'll hear this called total chances, and so just to do a quick run through, I went out and found a guy, I just picked somebody at random, so I got a guy named James Cork, and so he played for the Kansas City Royals and in 1980, James had 21 putouts, he had 57 assists, and he had 6 errors, and he was a third baseman I think, so we take then, let's use a different color, he will take 21 plus 57, and then we divide this of course by his total chances which would be 21 plus 57 plus 6, and so let's do that, so 21 plus 57, and we get 78, so let's say this equals 78, and divide this by his total chances which would be, we would just then add the number of errors, so 6, so 84, and then this would then equal 78, and divide it by 84, and we would get 0.9285, so 0.922, we'll say 9, so we round it off to 3 digits, so his fielding percentage for 1980, James' fielding percentage for third base for 1980 was 0.929, so that means that he in over 90% of the times, he touched the ball and made an attempt to either put somebody out or to assist in the putout, he was able to succeed in that over 90% of the time.


I was 21 years old, I'm out with some friends one night and I just started getting these thoughts, repetitive, deep, dark thoughts that I couldn't stop. I would describe it as something my brain just kind of broke. I was amazed that when I did finally reach out for help, that there was treatment available and there is no shame in asking for help. If someone reaches out to you, it's extremely important to be non-judgmental. Listening without judgment is probably one of the greatest things you can do for someone that's struggling with mental illness.