Live from the San Jose convention center, extracting the signal from the noise, it's the cube. Covering Hadoop Summit 2015, brought to you by headline sponsor Hortonworks, and by EMC, Pivotal, IBM, Pentaho, Teradata, Syncsort, and by Atunituandisco, now your host, John Furrier. Hey, welcome back everyone. We are here live in Silicon Valley in San Jose for Hadoop Summit 2015. This is SiliconANGLE's program, the cube, where we go out to the event and extract the signal from the noise. I'm John Furrier, founder of SiliconANGLE. I'm Joe McCoast, George Gilbert, wikibon.com, Big Data Analyst, heading up to space for all of our research. Our next guest is Sandeep Madhura, VP and General Manager of the Data Product Group at Pivotal. Welcome to the cube. Thanks for having me, guys. So when you hear Big Data Product Group, I love, for sure I love any product discussions. When you hear the keynote up on the stage from Rob Beard and Hortonworks, the data operating system, I mean, that's your wheelhouse. Yeah, it is. So tell us, one, what's going on in the data operating system, and what's going on with customers, too, because now we're in a market transition of relevance, enterprise value. Yeah.  And so, you know, what we're doing now is we're continuing to push with that Big Data Suite. We've enhanced that offering. We've also added, you know, Spark to the Big Data Suite, Redis, Rabbit, and Pivotal Cloud Foundry entitlement. So what we're really focusing on now is exactly what you said is helping customers along that journey, not just capturing the data, but capturing it working to get insight from it, from there with their data science groups. You know, we have the mad lib capabilities on both Hawke and GPDB, and then operationalizing those findings and applications, which we, you know, use our data science group and Pivotal Labs to really come in and build applications. You had a lot of success with Cloud Foundry. Yeah. That's going well. Yeah. That's galvanizing the ODPs on top of it. Yeah. The orbit of value is kind of circulating, kind of the foundation set. But before we get into the conversation, set the table on what's going on. You guys did some open sourcing of the Big Data Suite. Yeah. You have an acquisition you guys just did. Yeah, we did. What is this all about? Why? You guys buying? What's organic? What's being bought? Give us the update. Yeah. So I'll break it out. So in February, we announced our intention to open source our products. And in April, we actually, you know, Gemfire's open source version, Geode, was accepted in the Paki Incubator. And so that was the first of our, you know, three major products. We'll next go with Hawke and then Green Plum by the end of the year. So we're heavily working down that path. And you know, when it comes to the acquisitions, what we're really focusing on is, you know, expanding our lead in technology. We've always been strong in query optimization. We've had a really strong team there. And we wanted to augment that by bringing, you know, Jignesh and his team on board from Wisconsin that had been working on the QuickStep technology. And we'll be working to integrate that into, you know, our products. So what, and the acquisition piece, right? Is this speaking to the speed of evolution? I mean, I look back to the EMC analyst meeting a couple of years ago when you guys were rolling out with the Cloud Foundry and I was like, I was pretty skeptical. I was one of the skeptics. I think this might be not a vaporware, but no, things really accelerated. Why and what's going on now? What's the big focus? So there's two huge pushes that we're seeing. You know, one is this push to cloud across the board, right? And then, you know, once you push into the cloud, it's really being about cloud native and leveraging next generation, the underlying next generation architectures. And that's what the QuickStep technology really allows us to do. One, it really allows us to take our technologies and make them more cloud native. And then two, leverage the underlying hardware in a more efficient way. And that's where Jignesh has been focusing for the past four to six years is really taking a look at next generation CPU architecture. You know, we've gone from single threaded CPUs to multi-core CPUs. And his technology really leverages that. And that's, you know, highly leverageable in cloud environments. And so we're excited to start, you know, integrating his technology. One of our themes, our sort of principle theme at the big data practice is the systems of intelligence, which Paul Moritz, CEO of Pivotal, has been talking about under a different label for a long, long time, sort of bringing analytics at the point of interaction to influence, anticipate and influence outcomes. Can you tell us about how the big data suite works together and some sample apps to, you know, deliver that capability? Yeah. So, you know, what we're really starting to see is, specifically in enterprise, which is, you know, pushing hard to leverage these, you know, systems of intelligence, is they have this need where they need to take, you know, standard structured relational data and correlate it with, you know, unstructured data. And that's where the big data suite really comes in for our customers and, you know, helps them solve problems as such. And so I'll give you an example.  And, you know, you have a transactional relational system that's storing your transaction information. And now you want to leverage that information for, you know, some new intelligence. Let's say you want to look at, you know, the security camera information from what's going on in your parking lots to better understand, you know, how you should shift your, you know, your hiring schedules, right, time people start and leave your staffing hours. And so that's when you have to take a traditional data set and combine it with something that's, you know, unstructured like video.  So the big data suite's really coming into play where, you know, customers can't fully move to Hadoop and they need to leverage their existing systems. And we allow them to do that by, you know, having a single point, a single skew that they can purchase from us. And just to make that sort of where the rubber meets the road, it sounds like you would be processing, say, that video of the parking lot and people coming in through the front door. And then once you've got a repeatable process, you would move that over to the relational world. Yeah, of course. I mean, once you've completed your image analysis, then, you know, at the end of the day, to do any analysis, you have to extract something from that unstructured data, right? And so once you do that, you would move that over. And then, you know, you'd create a model to say, hey, let's look at, you know, what time people come to certain stores and what time we should shift the hours that people work there. So, you know, we see Hadoop being, of course, this ecosystem of unbelievable innovation. But at the same time, you know, it's an ecosystem, not a product. So there's a ton of complexity for admins and developers. Yeah. Your big data suite and then Pivotal Cloud Foundry underneath that starts to create a data platform along the lines of, you know, what's on Azure or Amazon. How do they, how do those pieces fit together better than, you know, best to breathe? Yeah.  Some result. And so think about it like this. Today, there's probably an enterprise data warehouse in most large businesses. But if you need to get a data scientist onto some data set from there, that time to do that is, it's quite long, right? It can stretch anywhere from weeks to months.  With Cloud Foundry, what we're really looking to enable is the ability for anybody in the organization, whether it's a data scientist or engineer, to say, hey, look, I need my own slice of data from the larger data warehouse. But I want to use the same tools that you have access to because I want to query that data.  Once you verify that, then take that, you know, and, and push it into your, you know, your actual production back into the data warehouse. And so we're really looking to make the ability for customers to have that agile nature that they do in software development, where, you know, you can have kind of continuous delivery, but to bring that all the way into the data world as well, right? Being able to create a model quickly, iterate over that model, and, you know, do that without having to have someone ship a bunch of hardware and, you know, software to you. And then deploy it into that agile develop application. That's it, right? Because the idea is that once you create that model, you're not done, right? You want to continually iterate that model. And so that's where Cloud Foundry comes in because it provides a platform for you to do that in a continuous way. Does it? Oh, right. Does Microsoft or Amazon have something equivalent where they can facilitate that, you know, the process from iterating on the model to deploying it? Yeah, I think what's interesting is, like, you know, both Microsoft and Amazon, you know, have pieces of this. What makes Cloud Foundry sort of, I think, the better solution for going down this path is it's agnostic to the underlying infrastructure, which is where, you know, we see with our customers this notion of, you know, data gravity, which we talked about. And a lot of times some of this information may live, you know, on-premise, and you may want to run the application in the cloud, and that's where Cloud Foundry becomes a lot more interesting, whereby, yeah, you know, these technologies may be available in Amazon, but your, you know, your data is living on-premise, and you may not be able to get it over there. So in other words, the hybrid deployment is something you can provide independent of the cloud? Correct. All out of Cloud Foundry. And I think that's when, you know, bringing those two things together is really powerful for us. Got it. So I've got to ask the customer request we hear from theCUBE and also through Wikibon practitioners community is a couple big picture challenges. I want you to kind of break down for us and how to figure this out in big data suite and in general how to roll out the customer to the next generation, which is, I got a ton of sources of data. I got boatloads, pun intended data lake, sources. I got a ton of sources. I got infrastructure. You mentioned that earlier. That's one challenge. Another act, other challenges. I got software guys that got Pivotal telling me I should be agile, DevOps, infrastructure as code. I'm running this on and a network I built in the 90s. It's just been consolidated and tweaked. It's a red lining. It's holding it together. I had management software that's living in the stone age. I just can't, I mean, what do I do? Yeah. How do I deal with that?  Lot of sources. I'm getting pressure for performance and new app architectures. Every company's telling me I should be building X, Y and Z. I am, there's a lot of noise. Yeah. So what is the plan for the customer? And what do you guys do specifically in that use case? Yeah. So in those use cases where we're really trying to help customers and there's a lot of push from the Cloud Foundry side is to take a look at that legacy and try to break it up into this notion of microservices. And so on the Cloud Foundry side, we really embrace the Spring Cloud model, right? And really take what exists as the legacy systems and break those into microservices. And those are incremental tasks that the companies can take on. As they move to make those things microservices, then they can start separating the data and the applications such that the individual next generation apps you want to build can be built on top of those microservices. Is that like micro batch? No, it's not like micro batching. It's basically like taking the monolithic applications that exist and breaking them down into, look at it simply like a bunch of restful services like you'd see in a consumer internet application, right?  Or Facebook, they have an API that's available for people to interact with their back end application. You need to start doing that within the enterprise and you need to scale those services independently. So services led right now. We heard from the people, services meaning not microservices, but so if your customer says, I have a problem, I want to unify all these sources. Can you guys do that? Yeah. But this is, you said something really significant which was take the legacy and make the microservices. And we've heard from some other customers which was that's a big job. Like why don't we make the new stuff microservices and the legacy stuff, you know, the more coarse-grained stuff. Knowing that re-use is going to be a little harder. Well, when I mean take the whole stuff make your microservices, it usually means make new stuff that looks like microservices. Okay. Yeah. Which is, or wrap something around your legacy stuff. So in other words, the example we use is, you know, 12 years ago, Apple built the iTunes music store on top of SAP R3. Yeah.  You know, we have, you know, with Gemfire, right?  And so, you know, the reality is you may not be able to move off the mainframe because that's your system of record. And so what we do is we stick Gemfire in front of that. Gemfire can, you know, act as a cache to the applications which have the load that comes from mobile and other things that you don't want to add to your existing mainframe. Okay. So looking at it now.  That's pretty solid. Yeah. I mean, that's solid as a rock. Yeah. When you start getting it to real time. Yeah. Then you have interactivity, you have visualization, insights, that's an app kind of thing. Yeah. And then on the data sources, real time source could be structured or unstructured. Yeah. So you guys have, how do you handle that? Yeah, so like, and I would add a third one, which, you know, we were talking about earlier, which is even when you think about real time, there's real time in human sense and there's real time in machine sense. And those two things are quite different as well, right?  And so, yeah, you know, across the board, what we really like to think about it is, you know, for the problems that are, you know, sub 10 milliseconds, we have Gemfire that we use and Gemfire is using a lot of machine to machine use cases, right? Widely deployed on Wall Street. And then, you know, we look at hybrid architectures between Gemfire and or Green Plum and Hawk for the, you know, sort of interactive, human real time use cases. And then for the batch use cases, you know, things like GPDB, PhD. You know, I asked Maritz about this at the open data platform event, which was, we make this trade off today between sort of big data and fast data and, you know, one's low latency and one's high throughput. But hardware is changing where we might not have to make that trade off. And where that could come into play is, when you want to do the predictions, you can learn in real time, but you also get the rich history. And then you can operationalize that right away, the learnings right away. Is that something we should be looking for in the near term or medium term?  Where, you know, if you're looking at sensor data coming off a jet engine, right? You may not have time to stick it all the way down into a database and query it back out because the action you need to take needs to happen faster than you can do all of that. So there's a lot of interest there in sort of that fast data sense. Sort of pushing it. Pushing it to the edge. Exactly, right, yeah. But what about when you really do want to have lots of real time streams, but you also have accumulated a ton of history? Yeah. Because you can't discard that for all the, you know, richness. Yeah, so that's where, you know, the work that we did and I don't know if you saw our announcement, you know, a few weeks ago around us releasing the next generation query optimizer, which is highly extensible for us. And that query optimizer is built to, you know, be extensible in a way that it can look at, you know, different sources of data for a database that have different characteristics, right? Whether it's, you know, kind of in memory, on disk, or, you know, anything in between those or any new things that may come up, right? This would fit, well, I know we're diving into the details, but let me try and put context around it. You talked about this yesterday or today, the acquisition of the query execution platform. We know that processor cores are, you know, going to have dozens, hundreds, maybe eventually thousands of cores. Yeah. Does that make it possible to actually distribute the query execution across a huge cluster eventually? Well, yeah, and that's it. You know, and sort of the question earlier is, in looking at what Jignesh was doing, he was, you know, his focus has been sort of what's happened in the last eight to 10 years as we've gone from, you know, single-threaded processors to, you know, single core processors to multi-core processors. And all his work and research has been around leveraging multi-core processors in cloud environments, right? Where you can be highly distributed and highly parallel. So you're taking that, rather than doing the sort of Oracle Rack Cluster, you know, which is like trying to stretch a couple single instance of the database, you're now talking about a swarm. That's it, yeah. Okay, yeah. Wow. Yeah, and even potentially with heterogeneous hardware, right, where the hardware is not, you know, all the sort of in the spirit of the Duke. Yeah, yeah. Sonny, you talk about the event here. We got running that low on time. I want to get your thoughts on the industry, this event for the folks who aren't here. I mean, it's booming. Yeah. But it feels like it's constricting at the same time because the apps and the analytics, all this tool, a lot of shifting going on with the tech, you mentioned some of the things going on, but there's growth happening. So is that coming from the cloud or is it, where's the pressure? Because there's growth here. Yeah. So where's the barometer of the industry? Share your vision. Well, I think it's an interesting intersection of a few big pushes happening at the same time. What we'll see is probably a huge spike. And, you know, it reminds me of sort of the early days in the internet, you know, to go to the conferences about the same size and then you kind of blew them out in the late 90s. And so what I really feel is really driving it is, one, obviously the cloud push, which you mentioned, two, this notion of digital transformation, right? And I think, you know, when you think of those two things really coming together, there's a lot of businesses, and John Chambers had an interesting quote yesterday. I don't know if you guys saw it, he basically said at their conference, 40% of the companies that were there, his own customers, they won't be in business in the next eight to ten years. I did watch that, this last keynote as CEO, very historic. Yeah, and that was, He was good. He was on fire.  You've got to look at next-generation companies that look at the problem completely differently. Uber, a transportation company, doesn't own any cars, right? Airbnb, you know, like a hotel, logistics company, it doesn't own any properties, right? And so that notion is making its way very rapidly through enterprise, and we see that across the board with all the folks that we've been talking about. And certainly, we said on theCUBE years ago, you're either the disruptor or you're being disruptive, which is his theme, which is so on the money because the enterprises have been kind of had their head in the sand, maybe for a little five years too late. I mean, this is happening five years ago. Yeah, and the proliferation of mobile is just adding to it, right? You know, we saw yesterday at the Apple keynote, all the, you know, kind of new technologies that they're making available, and that's just pushing the edge even further, right? That's a great point. We could do a whole segment on that because I think you hit the nail in the head. The digital transformation is huge, but it's not the consumerization of IT. No. The consumerization of IT was, oh, it gets VDI on the desktop, right? Yeah. Yeah. For the Geeks, they all know what that is. Two, 100% connected consumer. Yes. That is radical transformation. Yeah. You know, zero to 100 million users, I think they said in the radio days took like, you know, 50 years or something, and you know, with iPhone it was like less than three, right? And so on Instagram it was, you know, so you guys know these numbers, right? So the VP GM of the Data Products Group, great to have you on the queue. Thanks for your insight. If we could automate your insight as we were saying earlier, we would have no guests on the queue, but thanks for sharing the data. This is theCUBE, extracting the signal sharing with you right now. We are here live in Silicon Valley for Hadoop Summit 2015. We'll be right back after this short break.


because, because of, and more. Which is correct? Number one. The rain we had to call off the game. Do four, because, because of, because of. Two, Sean couldn't come to class due to he had the flu, because he had the flu, because of he had the flu, because he had the flu. Three, so much will give you a discount. Since you bought, because you bought, both are correct. Both are correct. Four, we can't accept the proposal, it was late. Due to the fact that, because of the fact of, because the fact that, due to the fact that. Five, the teacher gave him a good grade. Because he finished early, because he finished early, so he finished early and so that. Because he finished early. To learn more about this topic, see video at link or check out our websites for more free English learning resources eslgold.com and freeenglishstudy.com.


I'm here from Warren systems and I want to talk about how password managers hash Your master password in the browser and I bring this up because there's just confusion that I see Frequently when I've talked about password managers of how do they manage to not have all of your data in a unencrypted form and Essentially what they're doing is hashing it in the browser prior to sending it to them Now it's very important to understand where this is taking place as an in-year browser versus on the server side So prior to data being sent to the server. That's where it's happening So inside your browser prior to any data transferring over to them They take your password and they're going to hash it now I've used the word hash a couple times and I will leave a couple links to these videos here Computer file did a great job of explaining how password hashing works So it'll be an assumption that you understand this or we'd like to pause here and go watch those videos and Tom Scott I think does such a great job of explaining things a big fan of the whole computer file channel and all that crew over there but let's get back on topic and Talk about how passwords are sent on a normal website such as my forum So this is forums. Lawrence systems comm and this is a typical way logins are sent now My site does use hashing in the back end, but that hash is occurring server side So let me explain when we go here and click log in now This is the developer tools This is built into chrome that you see on the side over here on the right side We're gonna head and hit record on the network part because we want to capture the data Now you may be asking how about the data if you know, you were to sniff the packets well first that's solved by using encryption via the Certificate and the certificate means that the data in flight the data that is going between this browser and my server is Completely encrypted so that protects us from that aspect in terms of being able to inspect the data So a packet sniffer won't gather this password because of that encryption But it does have to be decrypted inside the browser not even on the system here that I'm using but specifically in the browser So here is the data. It's collecting. There's some polling going on in the back But let's go ahead and use test at test comm Test 1 2 3 and then we'll do exclamation point at sign pound. There we go Login, which that's not a valid Login so we failed. All right, now we're going to stop recording and let's see what was captured here So like I said, this is happening in the browser That's why we're able to see this because the transport layer itself is encrypted So we submitted there's the remote IP we submitted to which is the IP address that was resolved for my forums and we scroll down here and There is the login test at test comm password is test 1 2 3 and exclamation point at sign pound Now what happens here is the server took this and then hashed it and compared it to the known stored hash and decided Well, they're not those two matched and if they matched we have a successful login Well, there's actually another two-factor it'll come up after for if you have your forum set up with two factor Which I do but either way this is that next step Do you want to get there? But that does mean the password of test 1 2 3 and the symbols did go across to the server side Now password managers bit. We're not going to use as an example But they're not the only ones doing this But I wanted to demo this to show you how you can look yourself and see what is actually being transmitted We're gonna do the same thing We'll put in test at test comm test 1 2 3 and And This is the password that we can see right here So go ahead and hit login and errors occurred. Yep. We know we did not get in because that's not valid Which is good. I was hoping that wouldn't work All right, we'll scroll down here and we see grant type password username So they do have your username field, which is just your email address But the password was hashed. This is occurring in the browser the scripting they use in Creates the hash prior to send that way the only thing you're doing is comparing whether or not the hash matches Not your actual password and this is very important in terms of being able to understand why They don't keep your password and why they're not taking your password server side because if they were to take it server side then there would be an opportunity for them to snag your password and snagging the algorithm that does it is much more complex back to if you didn't watch those videos watch Those videos about hashing algorithms work, but because they're only doing that level of comparison to decrypt it It is not something they can do. They only have the hash stored They are not storing the actual password to your master password to the vault that does the decryption And they do this by sending over a series of scripts browsers are Way more extensive than they were when I started 20 something years ago And I dealt with some of the very earliest browsers They're able to run languages within inside them that allow this level of programming to happen And this level of coding to hash it So if you're curious whether or not your password manager or whatever you're using is sending a hash of your password Or your actual master password as you have to do In the case of chrome for example here is open up the developers council pressing f12 I know if this exists in mozilla firefox as well I forget the shortcut key to it easy enough to google that And then you can look through and see what's happening and what's actually being sent Matter of fact playing with developer council can be a real rabbit hole Just for all the different things that your browser sent and all the different network connections makes But that's a topic for another time. All right. Thanks And thank you for making it to the end of this video. If you enjoyed this content Please give it a thumbs up if you like to see more content from this channel Hit the subscribe button and the bell icon to hire a sure project head over to laurance systems.com And click on the hires button right at the top to help this channel out in other ways There's a join button here for youtube and a patreon page where your support is greatly appreciated For deals discounts and offers check out our affiliate links in the descriptions of all of our videos Including a link to our shirt store where we have a wide variety of shirts and new designs come out well randomly So check back frequently And finally our forums forums.laurancesystems.com is where you can have a more in-depth discussion about this video and other tech topics covered on this channel Thank you again, and we look forward to hearing from you. In the meantime check out some of our other videos


Hello and welcome to another session on triangles So we have yet another theorem and we would try to prove this theorem in this session The theorem says the line joining the midpoints of two sides of a triangle is parallel to the third side Right this theorem you have studied in previous grade as well, which is also known as midpoint theorem But we are going to use and sorry prove this using Basic proportionality theorem and converse of it in the last grade that is the previous grade You have studied this if you have done this proof using congruence of triangles So let's now see how we can prove this using basic proportionality theorem. So the first thing is let's draw a diagram So here is a triangle. Let us name this a b c a b and C a b c right Now let's say point D is the midpoint of a b and point E is the midpoint of AC and let us Join this Okay, so I've joined D e we have to prove that D e is parallel to BC Okay, so let's prove this. So what is given? Given is D and e are are midpoints midpoints of a b and AC respectively Okay, what is to be proven? So D and E are the midpoints of a b and a c respectively. You have to prove that D e is parallel to BC So let's write that so to prove D e is parallel to BC, okay So how to go about it? So see in this question or in this theorem There is something which is to be proved as parallel to the other side. So Basic proportionality theorem, you know can be useful and since we are trying to prove that something is parallel to something in a Triangle two sides are parallel in a triangle. So converse of B P T is going to be very very useful So let's try to prove this now What is a a d d any other midpoint so you can say a d by db is equal to 1 Because d is the midpoint and similarly a e by e c is equal to 1 because of the midpoint right therefore You can say a d by db is equal to a e by e c Right a d by db is equal to a e by e c right now by converse of Converse of What basic proportionality theorem, which is also called as Thales theorem. So by converse of V P T we can say that D e is parallel to BC right what was Converse of Thales theorem converse of Thales theorem suggest that if you have a triangle Okay, and there is a line parallel to or Converse of the theorem says that if there's a line which divides the triangle Let's say P Q R is the triangle and it divides In such a way that PS by S Q is equal to P T by T R then Then what will happen ST will be parallel to QR. This is what is converse of B P T using this converse of B P T. We could establish this given theorem


In the previous video we looked at the kind of book. Determining the kind of book is only the first step in analytic reading. The next part is determining what the book is about and determining the steps that the author takes. This is summarized in the rules of analytical reading. By following these rules and following them quickly using inspection reading you can estimate a book before a thorough reading. To carry on the analogy from the made in previous videos by following these rules you construct that map in that compass. Recall that in the last chapter we saw the first rule of analytic reading. You should scan to find out the kind of book you are reading. Rule 2 states that one should summarize what the book is about in a sentence or in as few sentences as possible. Rule 3 states that one should outline the major parts of the book ordering them to what the book is about and Rule 4 states that one should define the problem the author is trying to solve and the author's proposed solution. Well it's easy to dismiss these rules as obvious and to think you already do so. It's easy to dismiss them and think they're obvious but without really following them. To give yourself a test you may merely ask yourself how often you understand a book meaning that you understand what the author is trying to do and a good idea of how the author is trying to do it merely by skimming. In other words the book is not a mystery. You should be able to produce a snapshot of the book in about 5 minutes. Tops. If you're not getting a snapshot of the book in about 5 minutes you don't understand these rules. I'm starting with Rule 4 as opposed to Rule 2. I actually prefer to think of the unity of the book as the question that the author is trying to answer and the answer that the author provides. You shouldn't confuse the unity of the book with the subject of the book. The subject of the book was covered with Rule 1 we saw in a previous video. Well remember that the subject of the book is where you might find the book in the library. So for example history. The unity of the book or what we're considering to be the question that the author is trying to answer and what the author thinks is the answer is not the same thing as the subject. There can be lots of unities all within under one subject. So for instance history is the subject but there's lots of questions to answer and to ask within history. When did the American Revolution take place and why? Is one question. When did the French Revolution take place and why? Is another question. Yet both are within the subject of history. The question that the author is trying to answer and what the author thinks is the answer provides the unity of the book. This is the purpose of the book. Hence everything should really be directed towards everything in the book should really be directed towards answering this question. So at least as I see it in the case of non-fiction Rule 2 is fulfilled by Rule 4. The difficulty for the reader here is that authors very rarely explicitly state questions. I'm convinced that at least sometimes authors that have not explicitly stated the question even unto themselves. Consequently, authors sometimes write confused books. It's a common practice at least for non-fiction for the author to state a thesis and in principle anyway this thesis should be the answer to the question that the author is trying to answer. But merely providing the answer is not enough for Rule 4 however. Well you might wonder why. Well books without questions are really just collections of statements and statements that have no question have no unity. Well here's a collection of statements. This guy is sometimes blue. The oceans have fish. Two twice itself equals four. There are no cedar trees on the moon. The chemical composition of water is dihydrogen monoxide and the declaration of independence was signed in 1776. These facts have no unity. They don't even have the same subject. There's no question that the answer except for maybe something like what collection of sentences can Christopher conjure? Without a question there is no purpose to these facts so we need the question. Determinate the question can be difficult. There is no one-to-one relationship between questions and answers. You can say something true without answering a question. So suppose someone asks how many sides in a decagon. Another can answer dogs or mammals. The responder may say something true but has not answered the question. To push the point further, a single fact or a set of facts can answer different questions. Four can answer the question what is a square root of 16 and how many months have only 30 days? I would really like to spend more time on this, on this relationship between questions and answers but that's beyond the scope of this little video. Perhaps some other time. In short, Rule 2 states that one must simply provide the unity of the book. In my estimation, Rule 2 is best fulfilled by Rule 4. You find the question that the author is trying to answer and what the author thinks is the answer. Everything in the book should be directed towards answering that question. There are going to be differences with fiction. So for example, if you're stating the unity of a piece of literature, you'd probably in a matter of two to four sentences give an overview of the plot. And that would satisfy Rule 2 but not necessarily Rule 4. But since my speciality is philosophy and not literature, I'm going to let those experts talk about literature. Outlining can be intimidating to seem like a very long task. Don't let this stop you. It need not be a long task. When you first start skimming, you're attempting to fulfill Rules 1, 2, and 4 to find the subject, whether it's about the problem and the answer. But this is skimming over the whole book. To fulfill Rule 3, you skim with a more narrow focus. You start skimming broadly to find the steps, and then you skim within those steps to find the details. Well, this can be confusing. Maybe I can help explain. You don't have to know what the author is doing in order to know what the author thinks he or she is doing or what the author claims he or she is doing. You merely have to report what the author claims at this point. You can later read carefully to understand exactly what the author is doing. So suppose an author is trying to demonstrate that Kant's transcendental idealism heavily influenced Bertrand Russell's philosophy. You could simply write down both the question and the answer in your notes. The outline is how the author attempts to answer this question. Suppose that the author claims that he or she will demonstrate this through analogous conclusions between Kant and Russell. So while skimming, the reader finds the list of conclusions that are analogous between Kant and Russell, and then the reader need not understand transcendental idealism at this point, nor understand all of Russell's theory. The reader need not understand the various conclusions. All the reader needs to understand is that the author thinks this is what the author is doing. With these rules, you found the subject of the book, the problem the author intends to solve, the solution the author provides, and you even have figured out the steps for that solution. Keep in mind this is all through inspection of reading. Now, inspection of reading might be cursory, but these are also great steps in comprehension. When you fulfill these rules before you go through a thorough reading, you'll know where you're going. You will have constructed that compass. That's the unity of the book. You'll also know how the author gets there. That's the outline. All that's left is to simply walk the path. The chapters following this one attempt to demystify these steps as well.


We've learned in our work that comprehensive real-time data is critical to ending homelessness and we know it's also critical to preventing homelessness through eviction. With good eviction data, we'd be able to understand the direct relationship between homelessness and evictions. We'd be able to map where there's a concentration of evictions and take action. We'd be able to understand racial disparities within evictions and take action. We'd be able to understand which landlords are accounting for high numbers of evictions and again intervene. And we'd be able to understand the relationship between evictions and health issues, educational setbacks and other social challenges that are accelerated by evictions. And above all, we'd be able to understand what interventions are working.


Please welcome Marty Namco. I want to tell you very briefly how I learned about co-coaching. I had a friend back in the 70s who was your typical Bay Area person. She hated profit, she hated capitalism, she hated money. She was a true Bay Area person. And she said that there was a movement in the 60s and 70s to replace professional counselors with peer coaching. And how many of you would get offended if I cursed, by the way? Anybody?  And that had a certain resonance to me. And so she said there's this thing called co-coaching. Because a lot of what ends up being useful is being a good listener, asking a few clarifying questions, and maybe gently making a few suggestions. And where each of you coach each other, so there isn't, to use again, a good Bay Area word, there isn't a power imbalance. You're coaching them for the first half hour, they coach you for the second half hour. And so it's been over 10 years now. And once every two or three weeks, by phone, we simply spend the first half hour and he brings up whatever issues he wants. And I coach him by basically listening, well, asking good questions, tentatively making good suggestions. And then the second half hour we switch roles. And I tell him about my issues, my issue. I start with an issue. He listens, asks questions, and then there's a follow. You know, then at the end of the session, we simply set up another appointment. No money changes hands, no power imbalance. We're doing it over a decade because it's work, it works, and it's fun, easy. Sometimes there's a need for broader input than just one person. And so I made a list of the eight people in the world who I most respected, no matter what their field was, who I most respected but who would be good in a group. They're not dominating of a group and they're kindhearted. In the end it's about that, not everybody is.  We don't, on TV or in the media, we think, oh, everybody's always so well-intentioned. BS, that's not true. But I made a list of those eight people who are smart, therefore had a lot of ideas, good listeners, and truly benevolent in their spirit, kind of hard. I asked eight whether they wanted to meet, try meeting one time for a month, for one hour, I call it the Board of Advisors.  First they always, and that's the process that I'm going to be explaining now. The person says their problem sometimes in 10 seconds, sometimes in three minutes. The group then can go and ask a question for clarification or to help facilitate the person's coming to his own conclusion, because that's what's always best. If you don't invent it yourself, you're more likely to reject it, or it's more likely to be wrong because you know yourself better than somebody else does.  So the best thing that a co-coach can do is to make your first shot, try to get the ideas to come from them. Is that clear? I want to explain that, say that again. It is important for a co-coach or even a professional counselor to make their first choice to try to tease out the idea to come from them for two reasons. One, simply the ego of wanting to feel like it's your idea and not, that it's that person's idea, not yours, that's empowering to them. Two, because they have a screen that you don't know about of factors, things that they know won't work for them and would work for them. So even though it makes you feel kind of lame, because if they're coming to you for advice and say, oh, I've got this problem with my girlfriend or I can't get a job or whatever it is, the natural thing is you want to show how smart you are and they'll feel good if you give them great advice, you should resist that. Because in the end, while they say they want the advice deep down, they either don't and would love to come up with themselves or because they have a good filtration system. They know themselves for their whole life. They know the things internal to them that you can't know, the little crazinesses that we all have. So you start by trying, even though they're asking you for advice, the good co-coach says, well, tell me something more about that problem. Flesh it out. So even in explaining it, they get a better understanding of it. And then say, okay, what have you tried in the past? And they list that. And they may not actually tell you what they actually, they may lie and say they try because they're embarrassed to say the day that they hadn't tried it. But just simply getting them to say that will get them to clarify options. And then asking, okay, is there anything else that you might want to try? You're still trying to tease out as much as you can from them. But I am not a fan of just leaving it to them because you may have something to offer. So after you've gotten all of the good ideas to come from them, then if you have a good idea, then they've brain-dumped. Now their brain is more open. They feel heard, their ideas have come out. Then if you've got a good idea, then is the time to say, okay, is there, would you mind if I shared one other possibility? Then you, and then you couch it. This is California. In New York, you would just lay out the argument. But in California, you've got to use what I call California couching. Which is, I'm wondering whether it might be a good idea to, yeah, I know it makes you puke, but you know when it works. Makes me puke too, believe me. So I wonder whether it might be a good idea to, blah, and then you sort of, and then you close the sandwich with what do you think, right? I'm wondering if it might be a good idea to do blah, you know, maybe to contact the, go to a library of resume coaching event or whatever. What do you think? That is the way in which you can make your suggestion without engendering defensiveness appearing like a know-it-all. It requires a certain amount of subverting of your ego. The coach must suppress his or her ego, must say, my job is to serve. Because after the first 30 minutes we're going to switch roles and then he can serve me, right? But it's, you subvert your ego, your role is to tease out the truths from that person, what they've tried, what they might try. And then when you make your suggestion, it is not to show how smart you are.  And in the end, that's, if you just, just keep that in mind, those, the little model and it's in your handout. But if it's just, you start by, what is your, whether it's in one-on-one co-coaching or you assemble a group of people. And by the way, this group of 100 people here is a perfect audience. Because first of all, you're self-screened.  And in here, that self-selects for a motivated group of people. So you may well, when this is over at 12 o'clock, I urge you, I think we may have to clear the room, right? Do we have to clear the room right at 12? Yeah. But hang out in the lobby, network, schmooze amongst yourselves. Find pairs who might want to work with each other. Or a group of three or four or five who might want to work with each other. And I was just told, I mean, it's probably better to do it at one of your homes or whatever, but there are some rooms here. If you're stuck and you need a meeting space for three to six people, talk to our wonderful librarians. And they're likely to find a place for you at some time, maybe. So that's it in a nutshell. Also, normally, while it's fine to use the people here as your source of co-coaches, I would encourage you to think about your friends who you do think are smart and whom you trust, who are benevolent. Because they do know you pretty well already, and so they have a head start. You have a head start with each other. So, and just share this simple little model. Don't get insecure and think, oh, I really don't know how to do this. It's too hard.  If you just follow those simple little general principles, and I'm going to go over them again one more time to kind of lock it in. First one thing when you haven't said, whatever, everything's confidential. That's the rule. It's the Vegas rule. What happens here stays here. So you can be taught unless the person about to commit murder or something in which case I might encourage you to do something about it. But short of that, even if it's their drug addiction or it's their whatever it is. By the way, it doesn't have to only be about career. Sure it can.  I want to improve the way I work. I want this, but it could be about relationships. It could be about money. Could be about addictions. In my co-coaching, which I'm going to tell you a little bit more about in a minute, or in the group, we talk about everything. Nothing is off limits. And that's exciting and that's fun. And that's free. I have had a lifelong fear of death and dying from when I was 10 years old. And it has tortured me forever. And I decided I had tried professional therapy, didn't do squat. I read every book in the world on it, didn't do squat. And I decided, well, it wasn't worth my risking anymore money on it. But maybe if I talked it out with this friend of mine, as part of this co-coaching thing, maybe that's a good thing. And that's how I started. And the reason I'm mentioning that is to show the range of things that you could talk about. There is nothing off limits. Body image, wanting to get married. Your daughter who's driving you crazy, looking for a job, all of it. The model is, it's harmless model because we're not turning you into shrinks. Well, tell me about your toilet training, right? You're being essentially what a good friend should do. I promise to keep things confidential, step one. Step two, tell me about the issue you'd like to talk about. Step three, what have you, maybe a follow-up question. Tell me a little more about the problem. Simple, those things, those clarifying things. They sound simple and idiotic, but they end up being critical to making changes. So tell me more about it. What have you tried? Is there anything else? You can always go back for a second. What else have you tried? What else do you think you should try? Would you mind if I make a suggestion? And finally, let's summarize. What do you think you, and this is a great ending question. So what if anything, that's a great phrase because you're not putting that way, take the pressure off them. What if anything, would you like to try in light of our discussion? They say, yes, they'd like to try it. Would you like to, would it help you? I would then say to make a formal commitment that by next session, you'll have tried this or is that phony pressure? I give them choices all the time and that's it. It's no more complicated than that and you will, I can pretty much say you will both, derive tremendous benefit from that simple little process. And after the half hour is, let's say you could, sometimes the process takes that, that takes a half hour. Sometimes it takes 10 minutes. So if that person still has more time, their time is sank or sank. It's their time. Is there another problem you'd like to discuss? They get the full half hour so they don't feel they'll ever get short changed. Then at the half hour, I'm not religious about the half hour. Sometimes with my co-coaching is 25 minutes, it's 33 minutes, but roughly, give or take. The end of that roughly half hour, switch roles. The end of the hour, simply schedule another appointment. Again, not rigid. Some people are more, have to do it every week. No, it can be, let's look at your schedule. When you think we should set it up next. Because different people, sometimes people are in crisis times in their life and they want to meet more, they could want to meet in three days. Sometimes eh, I don't think I have a lot going on. Let's do it in three weeks or a month. It's good, no problem. Flexibility, phone, Skype, Google Hangout, in-person, coffee in a public place, in a private place. Fine, answer is yes, always yes. Totally individualized. Unlike whether a professional, where you've got to show up at his or her office, your appointment is at 10.45. See, my job is to try to put me out of business. Can't always, there's a place, I know a lot of stuff about career, believe me, I can add value, but I really think it's best if I can help you empower yourselves.


You got your argument all set. I don't believe I understand, Bump. Don't you think you might have to argue to put the deal over? That's two points for you, Bump. I still don't understand. Well, now you'll find old Samran a little hard to deal with. Do you mean to tell me that I'm going to have to talk him into taking the money from me? Exactly. Unless I miss my guess, he'll just thank you for your kind offer and then turn you down. That's what he did with me. Well, I don't think I'm going to do that. But why? I want him to have the money and I don't want any interest on it either.  Maybe you can convince him. That's the funniest thing I ever heard tell of. Having to give a sales talk to get someone to take money from you. You'll find out. Well, here's the office way. Go ahead, Ian Patsy, and good luck. I'm going over across the street and do a little shopping. I'll see you after a while. All right, Bump. It's me, Mr. Randall. Patsy. Oh, come in, Patsy. Come in. Are you busy? Oh, no, no. Not too busy. Well, what brings you to the office wagon to see the boss this hour? Business, Mr. Randall. Business? Well, have a chair. Thank you. Now, then, what's the big problem on your mind? I'm afraid it's just the opposite. There's nothing worrying me, but... Well, come on. Come on. Out with it. Well, I just don't know how to begin. But it's about that note you have to meet tomorrow for that $25,000 loan. Oh, well, how did you know that would do tomorrow? Oh, things like that get around. And the user's getting around it. You're not going to be able to meet it. Well, now, what do you know about that? Well, it's true, isn't it, Mr. Randall? Yeah, yes, Patsy, it is true. With that strike a while back, the days we lost after the cyclone and the bad business because of rain and... Yeah, I'm quite a few thousand dollars short. Well, that's what I've come to see you about. Yeah, well, I'm not thinking fast today, Patsy. You'll have to explain more fully. Well, I want to help you out. You want to help me out? I want to loan you my twenty thousand dollars so you won't have to borrow more money and pay more interest. Oh, well, now, that's awfully nice of you, Patsy. And I appreciate the offer, but I couldn't take their money. My check is just laying in your seat that doing no good. No, no, Patsy. I wouldn't want you to take any chances with your money. No, no, it just can't be done. Bumps warned me. What's that? Oh, nothing. I was just talking to myself. But now I'm going to talk to you. I'm going to give you an argument. Well, now...  There's no reason... That's the way to start a sales talk. A little flattery first. I'm not kidding. I want you to listen to what I have to say. And when I finish, if you don't think it's good reasoning, well... All right, Patsy, go ahead. I'll listen. Good, now. Now then, in the first place, you need the money. That's right. And I don't. And it doesn't matter whether I buy their new date today or next month or at the end of the season. And if you can use the money, there's no reason why you shouldn't. I know it's safe. I'm positive you'll be able to pay it back by the time we get back to winter quarters. If I didn't think so, I'd fold the show up now and head for winter quarters tomorrow. Then what's that you said about a risk? Well... Come on, now, Mr. Randall, let me endorse the check over to you. Just think of all the money you'll save in interest. Oh, no, no, wait, now, wait. That's out. I'd have to pay you interest the same as I'd pay it to anyone else. Can't a friend help a friend without thinking of making money? Patsy, you're hard to deal with, aren't you? Come on, Mr. Randall, get the check and let me sign it over to you. Well, all right, I will. But you mark my word, young lady. I'll make it up to you for this somehow. Is that a threat, Mr. Randall? A threat and a promise, excuse me. You're making me very happy, Mr. Randall. It's a real pleasure to help you out like this. You've got a heart of gold, Patsy. Oh, good. And I'll have Jim Benet drop a regular note on this loan, then I'll sign it and give it to you. How long do you want to let me have this money? Oh, it doesn't matter. Just as long as you need it. Well, suppose we make it for 90 days then. I'll surely be able to pay you back by then. You're sure that's time enough? Oh, plenty. Your fountain pen, sir. All right, here you are. Thank you. There we are. All set. You don't know how much this means to me. I have a rough idea. Well, thank you a lot, Patsy, and don't you worry for one minute. You'll get your money back. Oh, I'm not at all worried. Oh, excuse me. Yes? Jim, Mr. Randall? Oh, come in, Jim. Well, I'll be running along now. Hello, Jim. Oh, hello, Patsy. I got some news for you, boss. Oh, OK. I'll be right with you. Well, I'll drop by your wagon, Patsy, with that, uh... OK, uh, don't worry. Goodbye. Bye. I just fixed up a swell deal, boss. Yeah? We'll have that dough for the loan in the morning. And I got the interest rate cut in half. Oh, yeah? Uh-huh. Listen to the setup. All right, go ahead. We put up all the animals for security. Get $15,000 for 30 days, and the interest is exactly half of what we've been paying. Well, now, who's so generous that they're willing to loan that much money with such a low interest rate? One of our own troop, boss. Boris Rousseff. Well, say, that's nice of Boris to want to help me out. It sure is, boss. Yeah? But I'm going to turn down his offer. What? Yeah? I've already got the money. $20,000. And a better deal than that, we won't have to pay any interest. Wow. Are you a businessman? Oh, wait a minute. Are you kidding? I should say I'm not. Here's the check. $20,000. Patsy's check. Mm-hmm. The money she got from her godmother. That's right. And she's letting you have it? For 90 days. Say, that's all right. That's swell. She's a trooper. You bet she is. Now, I'll tell you what I want you to do. Yeah? Draw up a note in her favor. 90 days. And put up, uh... Oh, put up the whole circus of security. I wouldn't want her to lose out just in case something should happen to me. Okay, boss. If you see Boris, thank him for me. Tell him I appreciate his offer, but we've already taken care of the loan. Yes, sir. I'll do that. Well, I'm going to take a walk out to the backyard. Get that note made out as soon as you can. Right away. I'll be back in a little while. Okay, boss. If I'm not here, I'll be in the ticket wagon. All right. Mr. Randall, wait a minute. Yeah, yeah? I forgot all about it. I was so interested in that deal. He's a telegram that just came for Jerry. Oh, all right. I'll take it back to him. Thanks, Jim. All right, boss. Hello, Mr. Randall. Oh, how's tricks, Bailey? Okay, Mr. Randall. Well... Good. Sam! Sam! Oh, oh, bump. Wait a minute. I'm ready, old boy. You're going out in the back lot. I'll just walk along with you. Okay, bump. Oh, that dog's all right, Sam. I was over across the street at that little store, you know. When I got back on the lot, there was rags waiting for me. He thinks as much of you now as he does of Jerry. Yeah. Oh, Sam, did you get that loan taken care of? You said your note was due tomorrow. Yes, bump, from all set. Everything's taken care of. Well, good. Good, Sam. I'm glad to hear that. Oh, Sam, have you seen Dan today? Dan Duggan? No, why? I was talking to him an hour or so ago, and he was anxious to see you. Oh, I don't know. Now, what's up? Well, he's got another order for animals. Quite a big one. He's all up in the air about it. Oh, hell, good. He's sure now that we can get an expedition together and start off rough. Well, that's fine, bumps. I'm glad to hear that. He figures he'll be able to leave about a month. Hmm. Oh, the reason he wanted to see you, he wants to talk to you about Jerry. Oh, about Jerry, huh? Well, I wonder what's on his mind. I don't know. Oh, there he is now. Oh, Dan? Oh, no, no, Jerry. Look at that dog go. Yeah. I'm looking for you, Jerry. I've got a telegram for him, Bob. Oh, good. About that property, I see. Yeah, I guess that's what it is. Hi, Bob. Well, I've got something for you, Jerry. Yeah? What is it? The telegram. Gee, that's well. Where is it? Here you are. Thanks. You're going to let us in on it, Jerry? Sure. Oh, wait. Hey, this is important. Oh, what is it, Jerry? Listen to this. Please inform us. It's itinerary. Stop. Urgent make deal on Montana property immediately. Stop. We'll have nearest authorized agent call on you. HW McNeer, M.O. Railroad. Oh, say it, that sounds like they mean business. But what's that they want? The itinerary. Well, you and I, Jerry, that means they want to know our route. Where, where we'll be playing from now on. They want to send someone to call on you and talk business in one of the towns we'll be playing. Then they want to buy the property, huh? Well, buy it or release it. Looks like they're anxious. A lot of good fortune is coming your way, Jerry. Yeah, but maybe I don't want to sell it. Well, of course that's up to you. It's yours and you can do what you like about it. Oh, would you sell it if you were me? Well, I don't know, Jerry. Why not? The property isn't doing you any good. But I haven't even seen it. Like I said once before, maybe it's got gold or silver or even oil on it. It might be worth a whole lot more than they want to pay me. Why don't you wait and see what the deal is that they have to offer? Yeah, that's right, Jerry. You don't have to sell it. Wait and see what they have to say. It might be that they only want a part of it. I wonder what they want it for in the first place. Well, I think it's a safe guess that they want to run some of their track over the property. As a rule, that's what railroads buy property for. Say, will you answer that telegram, Mr. Randall? Oh, sure thing, Jerry. I'll send them a list of the towns we play for the next few weeks. I'll take it they'll catch up with Jerry for a week rolls around. From that wire, it sounds like they're in a hurry. Yes, it does. Well, I'm going to get back to my office and see that that money gets off to pay up the loan. Hey, did you get the money, Mr. Randall? You bet. Oh, gee, that's keen. Yeah. Well, see you after a while. Uh, tell Dan I'll be in my office wagon, Bob. All right, I'll do that, Sam. Hey, does Mr. Randall want to see Uncle Dan? No, but your Uncle Dan wants to see Mr. Randall. Oh, wonder what about? Haven't you seen your Uncle today? Today? Gosh, I've hardly seen him for the last three days. He sure must be busy on something. He is, Jerry. He's got another order for animals, and he's as busy as old get out. He's getting wires off and arranging things. Another order, huh? Yeah, and a big one. He figures to leave on an expedition pretty soon. It's a wonder he wouldn't let me in on the good news. Oh, I guess he's just been too busy. Yeah, I suppose. Mm-hmm. He told me that he wants to have a talk with Mr. Randall about you, Jerry. About me? Mm-hmm. Maybe it's something about the property in Montana. No, no, I don't think that's it. And what is it? I don't know. But I wouldn't worry about it if I were you. No, I'm not worried.  Yeah, I guess so. Well, come on. Let's walk over to the wagon. OK. Come on, right. Hey, Bones. Mm-hmm, Jerry. I wonder why the railroad company wants to buy my property. Well, probably for right away, like Mr. Randall said. You don't think that they know it's worth a lot of money and they're going to try to get it from me? Oh, no, no. I wouldn't think that. Oh. Sure is funny. Just get the property and then right away they want to buy it. I wonder what Uncle Dan wants to see Mr. Randall about me for.


On September 8, 2016, in Cape Canaveral, Florida, Osiris-Rex began its journey, NASA's most ambitious sample collection attempt since the Apollo program. After two years, including a gravity assist from Earth, the spacecraft arrived at its destination, asteroid Bennu. As Osiris-Rex drew near, Bennu grew in detail from a few tiny pixels to a surprisingly rugged world, littered with giant boulders. The spacecraft has used its instrumentation to map the asteroid from all sides, mapping it in unprecedented detail. The mission team has been analyzing the data, scouring Bennu's surface to select the best sample site. Now, with just months to go before sample collection, the team has narrowed its target down to four potential sites.