The subject of this lesson is not something that a student has to learn to become an effective person. It is something learned because it opens a door to future actions that are beyond anything currently envisioned. Consider the engineer who spent 25 years designing submarines for the Navy. He learned enough to actually build submarines. The chances of his building a submarine for himself is effectively zero. When the Navy comes up with a new design and seeks funding, he is the one they want to have look over the design. He knows what to look for. He knows the common problems. He can probably evaluate whether the project is likely to succeed. The student purpose here is to see whether some management approach is likely to be more a benefit or a cost. The subject is an intellectual toolkit for designing effective and efficient human organizations. It is not that you are expected to enter into these efforts so much as being able to intelligently evaluate and support those who do. It is knowing enough to support them where their actions will be effective and to work to redirect their efforts when they are not. It is being able to appreciate what a well designed and well implemented performance management system can do for all of us. Our major challenge is not to management itself but to the abandonment of performance management to attend to other purposes. It is in a chaos that has become common due to our long term avoidance of performance in favor of running things. Our challenge is, if you will, focus on being in effective charge of the action instead of gaining results through those who are managed. It is creating and enforcing chaos through approaching management as something other than getting performance through others. We are addressing this from the performance orientation. From our earlier lessons, it is fairly clear what we have to do to optimize the performance of management. We just need to review the techniques that will accomplish that end. But that is not the challenge that faces us as the ones who ultimately own our nation, our economy, our legal system. Our challenge is that the ones who exercise authority in our name have a different purpose than we do. And consider their chosen actions are the ones they are authorized to take. When it comes to administrative management, the orientation is set by the very concept of hiring subordinates to do performance management. From our current senior management perspective, performance is an assignment to subordinates and they are expected to apply their delegated resources to gain the performance result. Here it comes. The accepted purpose of the senior leader is making the assignment, delegating the resources and being there to handle exceptions that arise. It is the boss function addressed to the performance area as a whole. This defines part of the challenge we will face in presentation of performance. How do we measure the performance of the boss when the function is to assign results and receive accomplishments? The answer, of course, is that you cannot measure performance for this management. The management does not have to produce any results. Generating results is done by those who receive the boss assignment. Their leadership clings to a like understanding that there are no measures for senior leader performance. In that vision, they have assigned performance to those who do performance. They are exception managers who will step in and need and take care of corporate level challenges. This makes perfect sense to leaders. Exception handling is one of the most important purposes for having them in charge. In this perspective, leadership has accomplished much the same thing as production management. It has just divided up management into assigned areas as a foreman would divide up a productive effort among workers. The alternative viewpoint is focus on performance. When performance orientation was actually used in the production area, it was so much more effective than boss approach that the very concept of boss management was eliminated. The boss was quickly replaced with the foreman. The boss function was excess. There was no longer any justification for maintaining it, and its primary functions were assumed by the foreman. Leadership had to allow performance management to continue in production areas as failure to do so in the face of competition would destroy the business. But leaders did not have to tolerate that sort of unregulated behavior in the management systems that answered directly to their boss-like assignments. The wall between management and labor formed and has been effectively maintained by business leadership as being proper organizational management. And why would I spend so much time and energy on this? The answer is that very important reality of corporate leadership being in charge. We cannot deal effectively with our hired leadership without knowledge of what they do and why they do it. It is not enough to have good alternative understandings. Corporate leaders are every bit as much employees of the business as are the workers and are entitled to like considerations. They do what they feel is right. It is where we gather as owners that we have higher authority. These leaders are very well versed in the application of authority, and their love of being in charge is not going to support their refusing the boss-like directives of owners who find their corporate voice. Our challenge is establishing management over those who have every reason to believe that they are in charge. We have the tools to do this. It just starts with that ultimate business purpose of delivering value to customers. Performance metrics are the black box measures. They measure what some effort costs and the value of the results of that effort. They assume that those who receive the results are the ones who value what they receive. Management metrics measure the cost and benefit of management efforts. As noted, there is a challenge in the obvious limit of management, not really producing anything of inherent value, but rather impacting on what those who are managed are able to produce. In accord with our open black box of the organization, the only real value is what gets delivered to organizational customers. We have an excellent working example in the management of the local work group. We know that the boss approach to assignment of responsibility and receipt of results achieve much less than the foreman's supportive operations. The whole cost of gaining the productive result was greatly reduced when management switched. The cost of generating the valued output was effectively cut in half. The general effect was not an increase in the value of products, so much as a reduction in the expense due to the support and teaming that performance management promoted. In the strictest sense, the metric of management improvement is its impact on performance of the larger effort that is managed. A real management improvement will usually reduce the whole organization cost of delivering a valued result. In practical terms, we can simplify this. We rarely are able to increase the value of product by what management is able to do. If it does not actually change the product, the output value is fixed by customer decision. In addition, the performance areas are already using form and based performance, and there is little that management can or will do to increase production area efforts. The more leaders interfere in that area, the lower the performance they receive. What this provides is the measurement of the impact of management in terms of the cost of providing management services. It is generally effective measure of how much gets expended on management in comparison to how much gets expended by the larger organization. This can be largely estimated by how much it costs to manage those who are doing the performance. This gives us a quick and dirty measure of management, and it is how much it costs to gain performance through a managed worker. The more we spend on providing management services to the average worker, the less efficient that management effort becomes. If we eliminate management efforts that do not contribute to supporting performance, we increase the performance of management. In another viewpoint, management is a cost we incur in order to gain the benefits that management has upon performance. Where any part of the investment does not yield a valued result, we can improve overall management by ceasing to invest in it. We can apply these metrics to identify an effective management and can then work to eliminate it. This is where we examine individual goals and objectives set by management, identifying most of them as creating inefficiency. It is where we can see regulatory management focused on what subordinates are not authorized to do as potentially wasteful. Where such things are found to be cost without benefit, they are also something that can be eliminated without impact on the performance of management. We must also honor the understanding, as just presented before, that management has its reasons for doing these ineffective and inefficient things, and it is also in charge. Pointing out the inefficiency is unlikely to gain any effect except personally marking use of malcontent and threat to good management. The great strength of administration is its promotion of stability, attempting to improve it without directive authority is unlikely to be beneficial to either the organization or individuals involved. The challenge of someone seeking performance improvement is largely a challenge in vision. Leaders are doing all that they have been trained to do and are both consistent and intensive in their efforts. Our history of performance contains a curious example of just how far administrative management will go to deny the foundation for human performance. The stage was set in the Hawthorne plant in Cicero, Illinois. It was a performance study to seek out the optimum conditions for production facilities. It was a study in accord with administrative approach that was focused on how to use physical improvements to facilities to maximize what the business could get from the efforts of workers and what they would put forth. In short, they started with a dingy and poorly lighted facility and made improvements in appearance and quality of lighting as they hoped each improvement was reflected through an increase in what workers were getting done. Then as a back check they started returning things to their former state, reducing the lighting and appearance of the work place. With each change they still saw increases in performance. Still today the experiment is recognized as a landmark for learning about the Hawthorne effect. What they learned was that you cannot trust the data from such a study as the very fact that the subjects know that they are being studied significantly affected the results. The studies were done in the late 1920s to mid-1930s. It was part of the administrative management's effort to get the most possible work from the employees for the dollars paid, a boss management concept. It is still recognized in business leadership as a failed attempt at efficiency work, a good attempt to optimize performance, but the conclusions could not be trusted because the workers were directly involved in the operation of the study. Are you ready for the performance alternative? Actually working with the workers somehow interfered with what administrative was trying to learn. There is a staggering level of blindness to the benefits of working with performance people to accomplish things. Even when leadership ran the studies themselves they refused the results. This is a witness to how blind modern business leaders are to performance matters. The experiment had already been run by Frederick Taylor decades before when addressing the ball bearing inspectors. It was not the quality of the facility that led to worker performance. It was the direct and intensive involvement of management in working to support their people. But again, that is performance thinking. You do not want to do that and point out how poor administrative management is at gaining performance by accepting techniques for directing workers to their efforts. Our challenge in this exercise is to optimize management. It is to answer the question of how to arrange management so that it best assures the performance cycle with organizational customers. How to arrange it to achieve efficiency and effectiveness in assuring the profitability of the organization to its owners. You will note that I went straight to the owner purpose, ignoring the senior leaders' preference for seeing the proper and effective running of the corporation. Modern performance is, as has been true from the beginning, enhanced by establishing trust relations that get people working together for what they all value. Consider what the Hawthorne effect means to business leadership. If the workers can recognize that they are receiving some sort of benefit from management, any resulting increase for workers is to be seen as a result of experimenting on them. What management has to do to optimize performance was already demonstrated. They had to coordinate the efforts of workers who did the performance. That was mostly accomplished by putting production management in charge of production. If the worker requires workers, you have to provide the production area with sufficient human resources to do the job. We do have an organizational element, a human resource office, that is supposed to provide what performance support is needed. You need the raw materials and equipment to do the work. There is a supply function that certainly can be tasked with that support. You need facilities to house the production effort. Again, we have a group that can be tasked with assuring this type of performance support. We have all these, so what is the problem? And then we look to the assignment given to these groups. Each is based on what the group is to do, what it is to accomplish by its efforts. For an example, the supply organization is not like the material handler. The handler serves the production effort, getting supplies and materials to where they are needed on a timely basis. It is a service that teams this support worker with those who are doing performance. The supply mission is self-contained and it does not include teaming or serving the needs of performance groups. Central supply provides a way for the performance people to get their own supplies and materials. If the performance people want supplies, it is up to them to put in a supply demand together and deliver it to the supply group. They are required to support the supply effort before they can get any support. They are required to do the supply group's internal paperwork. It is a supply people who try to team with their customers, but that is not their assignment. Our immediate focus is how to arrange for our support group efforts to actually deliver support to the productive functions of the business. One of the most obvious needs is to get out of the boss mentality. The idea that support can be directed to an individual group as an assignment. That is consistently interfered with human performance through teaming. Our general technique is investment in management. It is investment in supporting efforts such as personnel or supply. This returns vision to something that can be addressed as a black box entity. The support effort is going to have a real cost and we are seeking to have it deliver a real value. The group cost is in terms of personnel, facilities and other costs of operation. The benefit produced has also been addressed in terms of impact on supported internal customers. The value will be determined by those who receive the benefit of the support. So how does a foreman assign support to a material handler? We have a model that works in practice. It is your duty to assure that the workers never have to stop for lack of supplies and materials. The focus is on the production line, not on some definition of success in providing support. Success is based on worker needs, not on what the supply worker has to do to meet those needs. People on the production line do not request supplies. If they have to stop to take action themselves, it is already a failure in the supply effort. When a supply function is operating properly and serving a production line, it involves active evaluation of worker needs. It involves intelligent anticipation of support needs and independently initiated support actions. The result is a material handler operating as part of the production team. It is a model for supply support that is incorporated into the performance process. It is to be missioned as a group that assures performance by work groups in the production area and they never have to stop for lack of supplies and materials. If there is a supply system, it is internal to the supply function. If there is paperwork, it is internal to the supply function, not something that performance people have to complete if they want supply services. It is supply workers who observe production work being performed and work with receiving group performance as their effective customers. The supply function is to assure the needs for support are both anticipated and met. And for evaluation of the supply function, ask those who do the performance. Has there been any problem with the supply effort getting you what you need to perform? Have you had to seek them out and set demands to keep your people working effectively? This needs to be in comparison with the group that works to its own authorized and assigned purpose, striving to operate its supply function to serve its own assigned purpose. The administratively oriented leadership is not going to set teaming supply support up like that and would likely work to replace it with a system that is better designed to manage the function. The difference is not so much in the efficiency of the operation of supply, but in the value of its services and supporting the operation and profit generating product of part of the organization. And then there is the challenge of purpose differences. The simple message of performance improvement from moving supply to the labor side of the division is that business is better off without having leadership running that part of the business. That is anathema to modern leaders. The boss approach does work. It is just unnecessarily expensive. Teaming people works better. Tapping into that natural human purpose and working together with others. With the black box as a guide to organizational purpose, those within the black box will share that purpose. They can be teamed to accomplish it. With authority-based purpose as something different for management, there are two purposes. The organizational purpose and the management purpose. Teaming is discouraged and the performance advantage of people working together is limited. So how much does management cost under the two different approaches? The small business approach often run by a family leader as the effective owner has each hour of management system effort. Supporting four to six hours of performance time. The same metric for large administratively-led systems has that hour in management supporting only two or three performance hours. Setting goals and objectives generally interferes with operation to meet other purposes. Management improvement as now focused on improving the operation of management systems interferes with teaming management or labor. There is a high level of opportunity for improvement. In more general terms, we have the lesson of feudalism. That early model for a functioning authority-based operating system. It promoted rule and place of performance. It supported those peasants who worked and did that much as a farmer promotes the welfare of dairy cows. They were cared for in order to be able to benefit from them. It is important to note that the farmer is not the enemy of the dairy cows. He does care for them. The challenge is not care and concern, not acts of barbarism and torment. The challenge is that of purpose. The very concept of elevating the status of the cow to be independent of the farmer is anathema. The farmer only cares for the cows because of what they are able to do for him and for his family. And most certainly the farmer is not going to prepare the cows to run the farm themselves and end up working for them as a way to earn a living. The cows will continue to be cows, serving their purpose of producing milk for the farmer to sell. The feudal king and barons did indeed cherish the people even as the farmer cherished his cows. Now consider the privilege oriented business leader and his care for the production people who are his source of wealth and privilege. He too will cherish and care for them. He too will look after them as he is able, preparing and maintaining them as he is able in expectation of their productivity. Those leader efforts promote the welfare of the corporation. And it's what pays the leader's salary. Like the farmer who does not produce any milk to sell, so the leader does not produce any product to sell to corporate customers. Now consider the corporate leader family. Its focus is on running things, not on delivery of product to customers. It would be as if the farm hired people to care for its cows and the family turned its attention to running things. The relationship of farmer and cow is no longer there except for activities by the hired help. The farm still sells the milk, but has hired others to care for the cows. Caring for the cows becomes a business decision. Again, the farm is owned by investors, people who never come to the farm and who are only in it for what they can earn. They hire the farmer to earn for them from operating the farm. At least when the farmer was running the business, the cows had someone who really cared for them even if it had a separate purpose. If there is a leader family in charge trying to run the farm for profit, it is not so good for the cow. The corporate leader family rules over the employees. The corporate leader family serves its own purpose, not the purpose of those employees or of the customers or of the owners. This becomes clear through acts of the family that challenge the purpose of others. Consider corporate donations to political causes. There is an immediate clash when those donations are to causes that are not the causes of the owners. This is committing the resources to a purpose that is counter to that of the other parties at interest. And it is much worse when we consider that it is criminal behavior. In the U.S., corporations are not entitled to a voice in our government. The U.S. government was created to represent the people, the citizens. For a non-citizen to seek influence in political government through payments is a felony called bribery. Again, the ultimate owners of the corporation are people, citizens. They have entrusted what they own to these corporate leaders for the purpose of earning a profit through operating the organization. For leaders to exercise their privilege to control these funds and then redirect it to other purposes is a felony called embezzlement. That is not the owner-investor purpose for which the corporate resources are entrusted to those leaders. But then again, the laws enacted by privileged public leaders have provided shielding for those criminal actions as somehow authorized for the barons of industry. We have another human challenge to address and that is the impact that living in this culture has had upon us all. We have elements of the anti-performance that we have learned to address as normal. We do not get to unlearn things, just to replace what is not served with how to be more potent. While a lot of our learning here is focused on things we do that is ineffective or harmful, the purpose is not one of heightening frustration. It is one of seeing opportunities that would otherwise remain in the shadows. Nobody gets to solve problems that they do not even recognize as problems. We will continue examining what we do and what we have done for the purpose of identifying waste. These are things that we do not have to do, that we can eliminate without effect on what comes to us. These are our opportunities. A lot of our opportunities are at this point historical. They are long-term challenges that have disempowered people for decades and even centuries when it comes to structuring of management systems, our general body of leaders and educational efforts are focused away from performance. They have done what they were able with the tools of privileged leadership and they have ownership in what they do. It is unlikely that there will be anything but resistance to any performance orientation that is our history being repeated. The challenge we face as empowered people is the inability of modern, privilege-based leaders to even recognize the potential for enhanced human performance. It is not part of their experience, their education, nor is it likely to be found in what they share with other leader family members. Our leadership in general has been taught not to see it, but to be distracted to other things. The challenge in this is not overcoming them or harming them, it is recognizing that there is no true division. They are also human, just as we are. They are also most effective when they team with one another instead of entering into us and them relations. They are also doing what they expect to bring their own future generations, such benefit as they can. Our privileged leaders are not the enemy to be conquered or destroyed. They are not the opponents to be overcome. They are also us. They are to be enlisted and empowered right along with the rest of us. It will be our challenge to set them more fully into effective leadership. It will be to find and promote their ability to team with those they lead and to support the actions that get set in motion, whether they initiate the actions or simply step into leadership at the invitation of others. Damaging other people is easy, especially when they are alone, but our task will be empowering them, which is rewarding. From the 1950s until now, we have management and a state of failure as to bringing the resources of the business to focus on performance. Modern leader attempts at resolution have continued and intensified, but remain focused on repeating the causes for earlier failures. Management support for performance continues to drop. That is the consistent result of our privilege oriented approaches. Our industrial leaders have invested mightily in this effort. They have a great sense of ownership in management improvement and have accepted that they are harvesting significantly from these efforts. Even more, they have harvested what they could value. They are even more certainly in charge, ever more able to run their organizations. They have good reason to claim success. It is just not success at performance. Whenever common people are able to step forward as owners, it will be resisted as if it was counterproductive. Do not have to concern themselves with what the hired help has decided to do, but can step forward boldly, directing leadership to what works for owners. Our deeper challenge will be doing minimal harm to the leaders in their distracted state. The challenge to human empowerment is not a crisis. There is no cliff in front of us that demands immediate and intensive change in direction. The feudal limits have been with us for centuries and are not going to evaporate in the near future. But we have been damaged by it. The size and cost of managing organizations has been slowly rising and will continue to rise until we do something about it. This course is technical support for those who would make the changes that empower people. It is just not by gathering authority over others or by overpowering them. It is gaining potency by finding common values and teeming with others. It is empowering them and then sharing in their accomplishments, even as they share in yours. And the hardest part is the vision itself. It is orientation to performance instead of activity. It is looking for performance results instead of trying to evaluate what people do. Maintaining performance orientation is not easy in our current environment. It requires a personal effort. Consider the improved personnel system that forces every management supervisor to have a clear list of evaluation criteria for each subordinate, requiring the collection and presentation of evidence of success or failure. Our modern leaders accept the value of requiring compliance with the added assurance of treating employees intelligently and fairly. But what about performance? Will the business be able to sell one more product to earn income? Will it be able to gain more from the cycle with business customers to pay for this new and improved management? It is totally off the radar. This is what we will have to work with for empowerment.


Good evening, ladies and gentlemen. There are some seats left, so please, they're scattered around, but please feel free to come and sit down, if you wish. Thank you. I'm pleased to welcome you here this evening. It's a really historic event. Our first poet laureate, who I will introduce in a moment, who of course needs no introduction to anyone who's lived in San Francisco for more than 10 minutes. My name's Regina Mnudry, and I'm the city librarian. And one of the wonderful things I get to do as city librarian is to officiate at some of these terrific events that we have at the library. And first of all, I would like to introduce this evening to you, Christopher Vroom. Christopher Vroom is the founder of the Arts Council, which is a private foundation, and this foundation is funding the poet laureate program that we're having at the library. And the mayor, as you know, will appoint a poet laureate every year, and then the poet laureate will do an address at the library and also work in the library with either literacy students or youth or other folks who are interested in poetry. And it's really so wonderful to have such a generous donor who is funding this program for us. So right now I'd just like Mr. Vroom to come up and tell you a little bit about what he's doing. Mr. Vroom? Thanks, Regina. Let me add my welcome to all of you who have come here tonight. The Arts Council, which I founded about a year ago, is a strong advocate for art education programs, especially in inner city neighborhoods where the need is the greatest. We also support individual artists. Our goal overall is to try and create community between artists and the public that fosters long-lived involvement and support for the creative process generally and the arts specifically. Our support for the poet laureate program of San Francisco reflects both the importance of the city as a cultural center and our belief that by championing poetry or greater public access to poetry, we can foster a greater understanding and appreciation for this diverse literary form, which we think is just wonderful. And by doing so, we hope to build a foundation for a whole new world of exploration throughout literature. So it's a tremendously exciting thing for us to be involved with. This is our inaugural effort in the community and there'll be more to come. It's especially gratifying that Lawrence Furlinghetti has been recognized as the first poet laureate of the city, as a poet, as an artist, Lawrence Furlinghetti has touched the mind and hearts of generations and we're extremely fortunate to have him in our lives and I'm pleased to help honor him today. Let me turn it back to Regina with that and thank you very much. When Mayor Brown was in Shanghai, I believe, last year, he got the idea that the city of San Francisco was a great enough city to have a poet laureate. One of the things that I get to do tonight is to have the pleasure of introducing to you this evening our Mayor, Willie L. Brown, Jr. Thank you kindly. And what I have in my hand is a proclamation that designates Sir Lawrence as a poet laureate for San Francisco. I must tell you, however, it was not Shanghai, it was actually Seoul Korea. We were there and as part of the duties in this job, you have to go represent the city all over the world. And of course, no question San Francisco is the greatest city on the globe. And you talk about the things, you don't say it's the greatest city on the globe. You kind of describe what goes on in your city versus all other cities and whether it's trade or commerce or education or what have you, you reference it. And of course, you always run down the cultural agenda for any given city and particularly a city that you believe to be absolutely great. And as we were doing that in Seoul Korea, one of these professors at the University of Seoul, where I was receiving an honorary degree, casually asked, and when will your arts person give his lecture? He says, let me arrange an appointment for you. My driver will be happy to take you. My driver will be happy to assist you if you'll just let us go on with the business. I think you might enjoy it. I think he'll say something that even might reach you. So just stick around. All right, just cool it, just for a few seconds. I'm going to listen to you in just a few minutes, but you don't need to tell all these people. They won't listen. They're really intolerant. I am very tolerant. So just cool it. I'm going to come right over there as soon as I leave here, all right? I'm going to come right to you. All right, now where was I? I was in Seoul. At any rate, when they ask, you know, when will your persons of letters be given your annual lecture? And of course, I looked at PJ, who was traveling with me on that occasion, and I said, then what date is that scheduled? This is my chief of staff on this issue. And he said, well, we don't know the date, but we certainly will tell you when. So we walked out together. He said, now, what am I supposed to do? I said, well, we just created a new commission. We are going to designate a portal area for San Francisco. And you've got the job, PJ. PJ has done a marvelous job. He pulled together the various persons. He came to our librarian. He went through the process. They selected the people who would participate in this effort. This effort was undertaken. And of course, Chris came along to do the appropriate funding so that there would not be a column saying that his majesty now has a port laureate. I can see Farley already. Lawrence, you're going to be, you know, his willingness has his own port. I mean, that's what you're going to see. So get ready for it. Get ready for it. But, but it's all here now. And it was no question. It was frankly for PJ and the people who served on the committee and absolute no brainer. They came to me and said, here's a revelation. This is what we should do. We had a press availability and so proclaimed it. And of course, the responsibility of the port laureate was to do exactly as the librarian is so outlined. My responsibility, of course, is to provide the appropriate proclamation, acknowledging the city's designation of Lawrence Rangetti for that purpose. And that's what the night is about. And that's what this is about. And when he finishes the lecture tonight, he will receive it. By then, he will have earned it. Thank you, Mr. Mayor. Is there a more wonderful city than this? No, never. I was born and raised here. I have a little story to tell. In 1960 or 61, when Tropic of Cancer had just been published legally in the United States, I was a baby librarian. But oh, I knew about city lights. And I knew about upper grant. And I knew what was going on. And we thought we were so sophisticated we could hardly stand ourselves. But my library, which shall be nameless at that time, wouldn't buy the Tropic of Cancer. So I decided that I would buy it myself. And I think it was $7.95. Now that was a lot of money 30 some odd years ago. So where do you go to buy a book like Tropic of Cancer? I go to city lights. So I did. After, of course, having had coffee at one of the coffee houses on upper grant. So I went into city lights. Now, I did not know Lawrence Frill and Getty. I knew who he was, but I didn't know him. And I was buying this book. And somehow I start talking. I talk to everybody. Bad habit I have. And I told him what I was going to do with it. And he said, are you really going to put that in the library? And he said, well, if you promise me you'll put that in the library. I'll give this book to you, which he did. And I have never forgotten that. So here we are again, Mr. Frill and Getty. Lawrence Frill and Getty is known as a voice of dissent. And his works are often identified and concerned with politics and social issues. He is a literary legend, an internationally acclaimed writer, bookseller, publisher, and artist. And as the mayor just said, it was a no brainer. We had to select the first poet laureate. Who else would you think of? He's a champion of literacy, intellectual freedom, and the people's right to have access to literature. And I'm here to tell you this evening that the San Francisco Public Library is proud to be associated with this literary giant. Without further ado, Mr. Frill and Getty, please come up. I see the mayor got a little extra soul in Seoul, Korea. And appointed me mayor, appointed me. Let that one go. In as much as I'm in competition with the league championship, the Yankees versus the Indians, I've got to read my baseball canto from another era, as you'll see. Watching baseball, sitting in the sun, eating popcorn, reading Ezra Pound. And wishing Juan Marachel would hit a hole right through the Anglo-Saxon tradition in the first canto, and demolish the barbarian invaders from Los Angeles.  And all facing east, as if expecting some great white hope or the founding fathers to appear on the horizon. But Willie Mays appears instead in the bottom of the first, and Aurora goes up as he clouds the first one into the sun and takes off like a footrunner from Thebes. The ball is lost in the sun and maidens wail after him, but he keeps running through the Anglo-Saxon epic. And Tito Fuentes comes up looking like a bullfighter in his tight pants and small pointed shoes. And the right field bleachers go mad with chicanos and blacks and Brooklyn beer drinkers.   As the gringo dollar beats out the pound and sweet Tito beats it out like he's beating out, usually not to mention fascism and anti-Semitism. And one marachal comes up and the chicanos bleachers go loco again as one belts the first fastball out of sight and rounds first and keeps going and rounds second and rounds third and keeps going and hits pay dirt to the roars of the grungy populace. As some nut presses the backstage panic button for the tape-recorded national anthem again to save the situation, but it don't stop nobody this time in their revolution round the loaded white bases in this last of the great Anglo-Saxon epics in the territorio libre of baseball. Now comes the hard part of the performance of reading prose, poetry and city culture. I certainly was surprised to be named Poet Laureate of this far out city on the left side of the world and I gratefully accept for as I told the mayor, how could I refuse? I'd rather be Poet Laureate of San Francisco than anywhere because this city has always been a poetic center, a frontier for free poetic life with perhaps more poets and more poetry readers than any place in the world but any city in the world. But we are in danger of losing it. In fact, we are in danger of losing much more than that. All that made this city so unique in the first place seems to be going down the tube at an alarming rate. This week's Bay Guardian has the results of a survey that reveals a city undergoing a radical transformation from a diverse metropolis that welcomed immigrants and refugees from around the world to a homogeneous, wealthy enclave. The Bay Guardian's issue this week is really extraordinary for a four month survey in detail of what I'm talking about. Showing a transformation from a diverse metropolis that welcomed immigrants and refugees from around the world to a homogeneous, wealthy enclave. The gap between the rich and the poor in San Francisco increased more than 40% in two years recently. San Francisco may soon become the first fully gentrified city in America. The urban equivalent of a gated bedroom community says Daniel Zoll in The Guardian. Now it's becoming almost impossible for a lot of the people who have made this such a world class city, people who have been the heart and soul of the city for decades from the fishers and pasta makers and blue collar workers to the jazz musicians to the beat poets to the hippies to the punks and so many others to exist here anymore. And when you've lost that part of the city, you've lost San Francisco, unquote. And Richard Walker, head of geography at UC Berkeley said, it means that one dimensional city, a more conservative city, one that will no longer be a font of social innovation and rebellion from below. Just another American city, a corporate city, a fate it has resisted for generations, unquote. When I arrived in the city in 1950, I came overlanded by train and took the ferry from the Oakland mole to the ferry building and San Francisco looked like some Mediterranean port.  I thought perhaps it was Atlantis risen from the sea. I certainly saw North Beach, especially as a poetic place, as poetic as some Calciers or neighborhoods in Paris, as poetic as any place in old Europa, as poetic as any place where great poets and painters had found inspiration. And this was the first poem I wrote here, a North Beach scene.   But it is wetly amorous and winds itself about her, clinging to her skin. So caught with arms upraised, she tosses back her head in voiceless laughter and in choiceless gesture then shakes out gold hair. While in the reachless seascape spaces and blown white shrouds stand out the bright steamers to kingdom come. But this past weekend, North Beach looked like a theme park. Literally overrun by tourists. And Kitch was king. We won't mention the destruction of the old U.S. restaurant. The tragedy. What happened to North Beach? Just as an example of one neighborhood. What makes for a free poetic life? What destroys the poetry of a city? Automobiles destroy it. And they destroy more than the poetry. All over America, all over Europe. In fact, cities and towns are under assault by the automobile. They're literally being destroyed by car culture. Cities are gradually learning. They don't have to let it happen to them. Witness our beautiful new embarked arrow. We tried for years to get it torn down and we always lost in the election. Finally the earthquake did it for us. And in San Francisco right now we have another chance to stop auto-getting from happening here. Just a few blocks from here the ugly central freeway can be brought down for good if you vote for proposition E on the November ballot. For another destroyer of poetry and peace how about those killing machines the Navy's blue angels who have just carried out their annual attack on the city. But the poetic life requires peace not war. Poetic life of the city our subjective life that is. The subjective life of the individual is constantly under attack by all the forces of materialist civilization the forces of our military industrial perplex. And we don't need these war planes designed to kill and ludicrously misname the blue angels. They dive upon our city every year in a frightening militarist and nationalist display of pure male testosterone. I've seen old Vietnam ladies in Washington Square diving under the benches. We need to be reminded yearly how our planes have bombed third world countries back to the Stone Age. In San Francisco of all places do we really need quote bombs bursting in air to prove that our flag is still there? What would St. Francis say? Perhaps the city could disinvite them this next year. I could go on until I'm singing to your snores but I'll mention just one more destroyer chain stores or chain gangs is the Bay Guardian column. Corporate chain stores wipe out long-established independence killing off local color, local traditions and in the cases of bookstores literary history. I've been to other great cities on poetry tours and found not a single independent bookstore left in neighborhoods where chain gangs have moved in. It's an old story by now but it's time to revise a lot of old stories. If so much of this city's population doesn't want chain stores as the Bay Guardian suggests why can't the city government take a united stand against them? But to get to the positive side of things I have quite a wish list for the city. I propose at North Beach with its long literary history including Mark Twain, Jack London, Ina Kulbryth, William Sirion and many others including the Beatwriters be officially protected as a historic district in the manner of the French Quarter in New Orleans and thus shielded from commercial destruction such as was suffered by the classical Montgomery Block building the most famous literary and artistic structure in the west until it was replaced by the trans-America pyramid. I do hope someone will pick up this ball and run with it. And I propose that a small wooden house on Treasure Island or in the Presidio be made a poet's cottage where future laureates might live or work and conduct poetry events or even an annual city poetry festival. The mayor the mayor and the important poetry journal Poetry Flash are already behind it so I hope it will happen. And since we're in the main library let's remember that the center of literate culture in cities has always centered in the great libraries as well as in the independent bookstores. This library should have ten million dollars a year to spend on books more than twice as much as presently allotted. It also needs more space already. Since evidently this new state of the computer postmodern masterpiece doesn't have as much shelf space as the old library next door. And I believe the people made a great mistake in passing the proposition to remove the old library building from the library system. It might not be too late to reclaim it as a library annex even though the granite signs on the front of it have already been changed even though the proposition to get rid of it has already been partially implemented all it would take would be another proposition on the ballot to reverse the old library building being taken out of the library system maybe someone would like to mount a proposition the next time around. Other outrageous things on my wish list include one, give bicycles and pedestrians absolute priority over automobiles give absolute priority to bicycles particularly over automobiles and close much of the original inner city to cars completely including upper grad avenue which we tried to do years ago two, make the city a center for low power alternative radio and TV with tax breaks for the broadcasters three, uncover our city's creeks and rivers again and open up the riparian corridors to the bay paint the Golden Gate Bridge golden really disappointed when I came out here it's painted red lead and I had enough of that in the Navy finally, number six tilt coy tower think what it did for Pisa just a half an inch that's all I'm asking where's Galileo? and speaking of the literary culture of the city finally I'd like to announce that city lights is just now attempting to create a non-profit foundation so that city lights may continue through the next century as a literary center and poetic presence in the city for such a foundation we need help philanthropic literary angels are invited to descend upon us poets come out of your closets open your windows, open your doors you have been holed up too long in your closed worlds no time now for the artist to hide above, beyond, behind the scenes indifferent, pairing his fingernails refining himself out of existence no time now for our little literary games for our paranoias and hypochondrias no time now for fear and loathing time now only for light and love we have seen the best minds of our generation destroyed by boredom at poetry readings etc. this is the first part of a really long really long diatribe the end in this populist manifesto in the 1970s was proposed to stop mumbling in their beards to private audiences and say something important to the world a few years ago I gave a talk in Michael McClure's class at the California College of Arts and Crafts the title of which was why don't you paint something important there was a graffiti on the wall that said you're so minimal anyway it was an attempt to pry the artist poets out of their hermetic worlds parenthetically I must say that my manifesto called for such a cacophony of bad poetry that some editors felt like chanting poets go back in your closets the manifesto was not a very original Whitmanian call for universal poetry with what I call public surface a poetry very accessible to the common sensual surface that can be understood by most everyone without a very literary education but of course if it was to rise above the level of journalism it must have other subjective and or subversive levels well I'm still on the same kick most poets today still exist in a kind of poetry ghetto how to get pittances to publish poems compared to prose writers even in mass media if they manage to get in at all and poetry readings don't begin to pay the rent for most what to do about it how to get poetry out of the poetry ghetto the answer is obvious write poems that say something supremely original and supremely important which everyone aches to hear it cries out to be heard poetry that's news and is it naive to think that even the mass media might print it or air it if it were a new kind of news perhaps the poets would still be ignorant be ignored by our dominant culture because they're saying just what our materialist technophiliac world doesn't want to hear and the messenger with the unwelcome message will continue to be killed I would like to propose a regular monthly column in a daily newspaper with the title poetry is news it would begin with great poems of the past but still are news I think right off of Matthew Arnold's Dover Beach I love let us be true to one another for we are here as on a darkling plane swept with confused alarms of struggle and flight where ignorant armies clash by night I think also of Whitman's I Hear America singing of poems by Homer, Shakespeare, W.B. Yates, Kavafi Pablo Neruda, Marion Moore E. E. Cummings, Kenneth Patch and Kenneth Rexraw Alan Ginsberg, Adrian Rich I think of Bob Dylan's early songs and of the Beatles Yellow Submarine of the Great Parameter Sutra and perhaps of the latest rap poetry at the New York and Cafe on the Lower East Side and I think of the French poet Jacques Prévert whom I translated when I was a student in France two of his near the end of an extremely important discourse the great man of state stumbling on a beautiful hollow phrase falls over it and undone with gaping mouth shows his teeth and the dental decay of his peaceful reasoning exposes the nerve of war the delicate question of money the free zone I put my cap in the cage and went out with a bird on my head so one no longer salutes asked the commanding officer no one no longer salutes replied the bird ah good excuse me I thought one saluted said the commanding officer you are fully excused everybody makes mistakes said the bird I love and beyond all this poetic intuition and the intuitions of great poetry still remain our best medium for fathoming men's fate in this vein here are a few proposed subjects for poets to ponder why is it dark at night why is there darkness at night is every orgasm a little death or a little birth is death male or female or neither la vida es sueño is life literally a dream and if so when will we truly awake I'll read some more San Francisco poems they were putting up the statue of St. Francis in front of the church of St. Francis in the city of San Francisco in a little side street just off the avenue where no bird sang and the sun was coming up on time in its usual fashion and just beginning to shine on the statue of St. Francis where no bird sang and a lot of old Italians were standing all around in the little side street just off the avenue watching the wily workers who were hoisting up the statue with the rain and other implements and a lot of young reporters in button down clothes were taking down the words of one young priest who was propping up the statue with all his arguments and all the while well no bird sang any St. Francis passion and while the lookers kept looking up at St. Francis with his arms outstretched to the birds which weren't there a very tall and very purely naked young virgin straw hair and wearing only a very small bird's nest in a very existential place kept passing through the crowd all the while and up and down the steps in front of St. Francis her eyes down cast all the while and singing to herself the statue was taken down years later the head priest changed there and he knew and didn't like the statue by Benny Bufano and it was removed and it now graces the parking lot at the Long Charmins Hall down by Fishman's Wharf now this dog really existed he got kind of notorious in North Beach because well you'll see this dog trots freely in the street and sees reality and the things he sees are bigger than himself and the things he sees are his reality drunks in doorways moons on trees dog trots freely through the street and the things he sees are smaller than himself fish on newsprint ants in holes, chickens in Chinatown windows their heads a block away the dog trots freely in the street and the things he smells smells something like himself the dog trots freely in the street past puddles and babies, cats and cigars pool rooms and policemen he doesn't hate cops he rarely has no use for them and he goes past them and past the dead cow's hung-up hole in front of the San Francisco meat market he would rather eat a tender cow than a tough policeman though either might do and he goes past the Romeo Ravioli factory and past Coyt's Tower and past Congressman Doyle of the Un-American Committee he's afraid of Coyt's Tower but he's not afraid of Congressman Doyle although what he hears is very discouraging very depressing very absurd to a sad young dog like himself to a serious dog like himself but he has his own free world to live in his own fleece to eat he will not be muzzled Congressman Doyle is just another fire hydrant to him the dog trots freely in the street and has his own dog's life to live and to think about and to reflect upon touching and tasting and testing everything without benefit of perjury a real realist with a real tale to tell and a real tale to tell it with a real live barking democratic dog engaged in real free enterprise with something to say about ontology something to say about reality and how to see it and how to hear it with his head cocked sideways at street quarters as if he is always just about to have his picture taken for Victor Records listening for his master's voice and looking like a living question mark into the great gramophone of puzzling existence with its wondrous hollow horn which always seems just about to spout forth some victorious answer to everything I'll show at George Kravsky's art gallery a couple years ago I guess I got this poem out of it except it actually goes back to the figurative painters that I knew I had a studio in 9 Mission Street where Frank Lobdell had a studio and Marty Snipper and I got my studio from I got my studio from House of Smith and those guys were heavy drinkers and they played jazz they had big parties and most of them blew some instrument and the openings in the galleries were falling down affairs the artist the party hoppers wolfing down the wine and cheese without a glance at what might be considered art at all those Thursday evening openings in San Francisco galleries and the critics and the crickets and the singles out to score and the docents of the donor classes sheathed in silk and Christian jor holding long stem glasses with the tide of tinkle voices rising and the painter to one side uprising the whole uprising as if from a most distant shore and saying to himself is this what I am painting for no wonder then that he adrift in this society doth drink too much and roll upon the floor this happens all the time in North Beach the Green Street Mortuary Marching Band the Green Street Mortuary Marching Band marches right down Green Street and turns into Columbus Avenue where all the cafe sitters at the sidewalk cafe tables sit talking and laughing and looking right through it as if it happened every day in little old wooden North Beach in San Francisco but at the same time feeling thrilled by the stirring sound of the gallant marching band as if we're celebrating life and never heard of death and right behind it comes the open hearse with a closed casket and the big frame picture under glass propped up showing the patriarch who has just croaked and now all seven members of the Green Street Mortuary Marching Band with the faded gold braid on their beat up these hats raise their bent axes and start blowing all more or less together and out comes this onward Christian soldiers like you heard it once upon a time only much slower with a dead beat and now you see all the relatives behind the closed glass windows of the long black cars and their faces are all shiny like they've been weeping with washcloths and all super serious like as if the bottom has just dropped out of their private markets and there's the widow in weeds and the sister with the bent frame and the mad brother who never got through school and Uncle Louis with the wig and there they all are assembled together and facing each other maybe for the first time in a long time but their masks and public faces are all in place as they face outward behind the traveling corpse up ahead and oompa, oompa goes the band very slow with the trombones and the tuba and the trumpets and the big bass drum and the corpse hears nothing or everything and it's a glorious autumn day in Old North Beach if only he could have lived to see it only wouldn't we wouldn't have had the band who half an hour later can be seen struggling back silent along the sidewalks looking like a hungover broken down Irish bartenders dying for a drink or a last hurrah at the Golden Gate at the Golden Gate a single plover far at sea wings across the horizon a single rower almost out of sight roses cull into eternity and I take a Buddha crystal in my hand and begin becoming pure light I saw one of them I saw one of them sleeping huddled under cardboard by the church of St. Francis I saw one of them rousted by the priest I saw one of them squatting in bushes I saw another staggering against the plate glass window of a first-class restaurant I saw one of them in a phone booth shaking it I saw one with burlap feet I saw one in the grocery store come out with a pint I saw another come out with nothing I saw another putting a rope through the loops of his pants I saw one with a bird on his shoulder I saw one of them singing on the steps of City Hall in the so-cool city of love I saw one of them trying to give a lady cop a hug I saw another sleeping by the Brooklyn Bridge I saw another standing by the Golden Gate the view from there was great in Golden Gate Park that day a man and his wife were coming along through the enormous meadow which was the meadow of the world he was wearing green suspenders and carrying an old beat-up flute in one hand while his wife had a bunch of grapes which she kept handing out individually to various squirrels as if each were a little joke and then the two of them came on through the enormous meadow which was the meadow of the world and then at a very still spot where the trees dreamed and seemed to have been waiting through all time for them they sat down together on the grass without looking at each other and ate oranges without looking at each other and put the peels in a basket which they seemed to have brought for that purpose without looking at each other and then he took his shirt and undershirt off but kept his hat on sideways and without saying anything fell asleep under it and his wife just sat there looking at the birds which flew about calling to each other in the stilly air as if they were questioning existence or trying to recall something forgotten but then finally she too lay down flat and just lay there looking up at nothing yet fingering the old flute which nobody played and finally looking over at him without any particular expression except a certain awful look of terrible depression this is a point I wrote in Prague in May Prague is a great place these days Andre Kudrescu who is here tonight he was there this summer he didn't get the same impression I did I found it's like the sixties just happened there and the intellectuals and the artists who were all in jail under the dictatorship now running the cultural scene and the artists seem to be rushing around full of great ideas and excited and they haven't had it's like the sixties just happened they haven't had time to get cynical and disillusioned in the way the French are I mean I went to Paris from there and what a difference even the students around the Sorbonne looked totally bored this poem came to me in the middle of the night so I'll end with this Rivers of light my mind is racing in the middle of the night my mind races through the darkness around the world through the darkness of the world toward a tunnel of light it races through the night of Prague through Staramac Square with its Jan Hus sculpture reading love each other and the truth will triumph it races on through the night streets across the Charles Bridge across the river at the heart of Prague across the rivers of the world across the Rhine across the Rhône across the Sen across the Thames across Atlantic across Manhattan across Great Hudson into the heart of America my heart is racing now across America across Old Man River rolling along where is the light my heart is racing now across terrific Pacific across the river of yellow light of Sun Yat Sen across Gandhi's Ganges across Euphrates across the Nile across the Hellespunt across Tiber across Arno across Dante's River Sticks through the medieval darkness into the heart of the tunnel of light my heart and mind are racing now together on the same beat to the same music not the music of Carmina Burano it's the music of Don Giovanni it's Mozart's Horn Concerto it's the Yellow Submarine Yellow Submarine Yellow Submarine there is a sign in the light at the end of the tunnel I'm trying to read it we are all trying to read it dark figures dancing it in the half darkness light figures dancing it in the half light thank you all for coming thank you Mr. Furlingetti for a wonderful evening and let's all go home and write some poetry yeah let's do it thank you good evening


Good morning, Hank, it's Tuesday. So over at Crash Course, Adrienne Hill has just started hosting a great new series on statistics, and in a recent episode called Mathematical Thinking, she helped me understand the difference between big numbers. In general, humans are notoriously bad at big numbers. Like, I don't really understand the difference between a billion and a trillion because they're both like a lot. So how am I to process the fact that, for instance, there are over 100 trillion microorganisms currently living in or on my body? Poorly. That's how I'm gonna process it on every level. But right, this is one of the things that makes government budgets, for instance, so notoriously difficult to parse. Like, the US spends, by the broadest definition, around $50 billion a year in foreign aid, which is a lot of money, but it's also just over 1% of the federal budget. Here's another big number. $4.6 billion. That's how much the Bill and Melinda Gates Foundation donated in 2016. That's a lot of money, but it also isn't. If you gave every American an equal slice of that $4.6 billion, we'd each get about 13 bucks. So there's a lot that $4.6 billion a year can't buy. For instance, it can't pay for enough teachers to serve all the kids who are getting inadequate instruction worldwide. It can't pay for everyone to have access to primary health care, and according to current market rates, $4.6 billion will only buy you 32.3 Philip Coutinho's. I'm getting sidetracked by Liverpool, but right, every year Melinda and Bill Gates release an annual letter, which Hank and I have been following for several years now, and this year, the letter takes the form of answering 10 tough questions they get. They range from won't saving kids' lives lead to overpopulation, which is actually an easy one to answer. No, it won't. To more complicated questions like, why don't you spend more money in the United States, and how has Donald Trump affected your work, and is it fair that you have so much influence? It's always worth reading the annual letter. There is a link in the doobly-doo below, but I emerged from it with another difficult question. If $4.6 billion a year isn't enough to solve the world's biggest problems, then are we just like completely screwed? I think that's the technical term. I actually got to ask Bill Gates about this on a phone call a couple weeks ago, and the first thing he pointed out to me is that not every dollar spent has equal impact. Say a piece of wealth is a rounding-air percentage of the global economy or global wealth. Why can, in some cases, like Green Revolution, a small amount of money have this big effect? Quick definition, the Green Revolution was a huge increase in agricultural yields due to better irrigation techniques, better fertilizers, and better seeds. By the late 1960s, it had helped increase the number of available calories per person by 25% and helped decrease the number of people dying from malnutrition worldwide. Okay, back to the quote. There are two things that allow magnification. One is invention of a new tool, so a magic seed, a magic vaccine. The second is a system of delivery, systems of activity like good primary health care, educating farmers, and then tools. Those are the two things that are so disproportionate. And on this, I completely agree. Breakthrough technologies can be absolutely transformational, and investing in better systems can be disproportionately effective because those systems can continue to produce good results over time even after you stop funding them. This is why the Gates Foundation is investing in better toilets and new vaccines, but also in primary health care systems. It's also why, when spent well, the US's foreign aid budget actually can go a really long way. Like beginning during the George W. Bush presidency, the US invested a few billion dollars a year to improve access to and availability of AIDS treatment in the developing world. That program had lots of flaws. For one thing, it focused way too much on abstinence-only strategies, but nonetheless, a 2009 study found that it saved 1.2 million lives. You probably don't have a billion dollars, but I believe that how each of us chooses to use our resources shapes the world we end up sharing. And that goes for how we spend our money, but also the resources of our attention and our time. Here's another big number that at the same time is very small, 26,097. That's how many days the average human born today will live to see. Let's make them count. Thank. I'll see you on Friday.


Welcome back to the FC 24 Correum mould with me and Barry Cass equal Barry Lam, manager, the man who has got us to 14 points in November, which other people would say is a great job and I too say that. Today we take on Chris Palace. Great intro bro. Thanks Barry. Today we take on Palace at Southhurst Park. We are going to probably make a couple of changes from the last team. But you know, it was a good performance. I'm seeing two at home, you know, isn't what I'd like to see, but play like Godfrey in that impress. So maybe we have a look at the team, think about what we can do today. What we can do is bring Jalobran Police right back in. Yeah, but you know, we can at least have a discussion about it, which will make Godfrey feel a lot better. Let's discuss then. Let's take a look at the team. OK. Let's do it. Let's do it. Come on. Positive vibes. Let's keep it tight. OK. Let's not be negative. Let's just be secure. Solid. Don't go chasing. We know that we're really good on the counterattacks. Let's play it. OK. Don't go chasing. Well, let's also try and win the ball here Barry, because we're walking through it right now. Get over there. Well, I would be treating. Tight. Just standing tight. Well done. One more. Quickly. Quickly he's on you. He's on you. Relax. I'm holding it. I'm waiting for runners. Don's there if you want him. All right, go line. Well done. All right, go hold it a bit better than that. Don's not the greatest ball in the line. Drop in two years to go in the field. That's it. That's OK. Oliver Glashner is in early. Whoa, what? Glad to get his teleports. Did he? Yeah, did he see him?  I didn't see it. I didn't see it. I mean, Roy Alton's still in charge at this point. Of course he is. Oh, mate. That's it. Well done. Go on. You're away. Dom's going. Dom's going. Cut touch. He comes. Dan Geamer's behind you. Go on. Over that. There's the pass play. The call he's in. He's offside now. He's a sheen. Oh, it's sheen. He's a harasun. Yeah. Oh, that's OK. Can't just make sure someone's in there. He can't get there. Get the block. Get the block. Well done. Brilliant. Brilliant. Come and get there. Oh, no. Why is Schluths going screemers like that? I don't necessarily think that's about bad defending. He got a quick ball and he hit it through a really tight space, and it was a screemer. But Geoffrey Schluth, seriously. I mean, Patterson switched off there. No, he's got a hold it beyond Pickford. Pickford, what are you doing, man? He went across him. Ha, blin. Same ball. Come on, then, give it. Hold on. Hold on. Go on. Oh, he's locked it down. He's still it. Get a hold of it. He's coming in. Oh, he's gone past them. The call he's come. It's a corner. It's a corner. Go short. More like it. Go short. Come on, then, if you're coming short. Back post. Back post. Yes. Oh, lucky. Same again. It was a good corner. I didn't mean to do all that. I mean, he's been in a rush to take it, haven't he? He pushed in all sorts of trouble here. Wannae back? Oh, split. Being shot. Passed that ball. Trying to get a ball in. No, you didn't. You were trying to dribble. You were trying to get a ball in.  Watch the run-it. Watch the run-it. Get out when he is. Get over. Get over. Block me up. Get over. Oh, no. Come on. Out to him. No shot. You do know this comes from you not passing the ball. Yeah, I know. Come on, then. Go down. If he goes short, come, Dewi. If he goes short. If you go short again, do not let Jeffree shlock get through in the game. No shot. Go on. No, take it. Oh my bottle. You brought him home. We're dead, haven't you? That was his putting machine. Why didn't you bring him home? That was his putting machine. I know what I was doing. I wasn't even watching. I was watching brands, right, and I'm not putting a putting. I looked up and she picked foot having a thick of a cigar on the edge of the bottle. Mae'r eich munitio sy'n hystig, mae eich gwneud i'r bros yn olywed. Diolch yn fyddi. Cyngor, cair cyngor. Gweithio. D'u cofrach gyngor. Mae hi'n myfio, mae hi'n myfio. Mi'n gwneud. Efallai eich gwneud o'r glith. Mae'r gwneud yn y flotir. Mae'n cael wneud i'n myfio'r glith yma. Gwyddo i'r dedrwnais. Mae'n gwneud. Mae'n'n du maen nhw, ni'n mae'n udi. 3-0. I've got the run out. You've made it on camera. I've got the run out. What? There was no one in the middle bar in? The words I've metetter in the middle. Oh, this isn't good, Barry. You might get your seven-nil prediction. Just what you shed. Oh! Come on! Get back in, Patterson. Too slow, man. …a'r wneud o fewn! …on hefyd… …on hefyd i gael i'r gwell yn yr awtygaeth. …on hefyd i gael i'r gwell yn yr awtygaeth! …on hefyd o fewn! Dwi'n pwg. Rydw i'n gwasanaeth. Rydym yn ei eich rôl. Rydw i'n i'n gael i'r gwnaes. Rydw i'n gael i'r gwnaeth. Rydw i'n gael i'r gwnaeth. Rhyw aran i'r gwneudio. Rydw i'n gael i'n gael i'r gwnaes. Rhyw aran i'r gwnaes. … sy'n gofio ar yr oedd. A yr ydych yn grannu gyda ni. Yn ddiddordeb yn ddiddordeb, a'n amdano… … mae'n hyn o'rneb i ddweud. Felly mae'n gweithio ar y teimlad ar ôl… … ac mae'n colli gael eich beth gyda ni… … ac mae'n pob OEDN yn ddiddordeb. Felly mae'n gweithio ar ôl. Beth yn obrifnu. Mae hafnod o'r ddiddordeb ytifnolaeth – … mae'n gweithio ar ôl eich beth. Mae yna'r hyffordd yn ddiddordeb eich beth. Ddiw i ddiw i'r piwn i'r dwi! Dwi'n draf! Dwi'n draf i'r piwn i'r ddiw i! Ynnynt yn ymgyrchonol Mae splasgfarn. Ewha! Felly hefyd yn mynd i'u dderbyn! Byddwn i'n gael'r ddysgu! Mae'r ddysgu! Dyma! Mae'n ddysgu! Dwi'n rhan o'r porffwtyn, Mildol. Mae'n ffaind i'r sheet. Gwt Sackle. Rhaeth dach defni cwm oedd hyn. No. Oh, Jesus. Why are they scoring screemers like that? It was a hell of a goal. That shouldn't be happening. Why? Because it's Crystal Palace. Ezy? Yeah, Cavillian's been terrible. I'd say Delhi Alley for Dukori, personally. Delhi and better. Yeah, there you go. How come you didn't think you could run through me? Was you? That was huge, no? Delhi? You're red. I wasn't looking, then, if it was me. You need to look, man. That was me. Absolutely shocking pass from me, that disgusting pass there on your feet. That was a great tackle. You can't tackle from behind, mate. It was sideways. It wasn't. It was from behind. You come through the back of him. I love it from the side. Of course it'll do, because that was the pass. Where are you going?  I'm trying to make the envelope. Referee. That's a foul. What's a foul, mate? That's a foul, right? You cheat. What's a foul? It's a shot one. Oh, fair. How come, when we were at a table, do our players end up on their ass? Are they just standing there? I don't understand. Andy. Oh, no. No. Fawr, Talys. Yn hynny'n sy'n bwysig. Go, go, go, go, go, go, go. Go, Dan. How do I control, Deli?  I was trying to make it. I was trying to make Deli run. Literally the opposite. We were all right at West Ham. What were the better teams? It's four runners. What's that? That's the wrong ball. What is that? Oh, full pass. Great tackle, Deli run. What's such? Get in. Stand in. Stand in. Stand in. No, the problem's been here. You haven't said that. Just once. There's much as I ate. It seems to make you play better. Oh, better's gone. Oh, nice. Just get across him. Get across him now. The first such is too wide. Hit it now. You've done well after that first touch. I didn't need you to tell me what I've done wrong after the first one. I called it and passed it back around me. Going around you. Yes, there. I'm there. I'm there. I'm still there. Penalty. I was never giving you the pass cos you've never passed one pass to me there. No, man. Well, I was just saying that. Do you know what you do? See if I could just dribble me by into trouble. If I fell down, maybe. I know. Exactly. That's why you were never getting the right ball, mate. This is not a time for democracy. Now is a time for trying to win the game. We're 5-0 down. I don't want it to be 6. In injury time. Now's the time to... Now you're deciding to win the game. What happened at 0-0, 1-0, 2-0, 3-0, 4-0? You bit safe, man. Yes, again. Yes, yes. Have you through? You've got a score. You don't score, you cry. I'm going to score. You don't score, you cry. Referee. You cry, mate. That's a foul. You cry. He punched me. You were through. I put you through. You had to score. You didn't. And again. I'm going. I'm going. Middle. Middle. Yes. I've given it. You've got a score. Does it run us? I'll give it you. You've got a score. Yes. I've got a score. You've got a score. I've got a score. You've got a score. You've got a score. You've got a score. You've got a score. You've got a score. You've got a score. You've got a score. You've got a score. You've got a score. You've got a score. You've got a score. You've got a score. You've got a score. You've got a score. You've got a score. You've got a score. You've got a score. You've got a score. You've got a score. You've got a score. You've got a score. You've got a score. You've got a score. You've got a score. You've got a score. You've got a score. You've got a score. You've got a score. It's a great tackle actually. I want a score. We're a disgrace. We're so bad at away, Barry. But listen. Wist you, we're too wisdom. See John Blaine there in the club. We're winning our own games. And away from home we apologise every week to 3,000 of the Tonyans.  I Strike it at the next game. That was the disgrace. I think they're top of the league you know. The flying. The flying already. The second. We play second place man United the next game. Do you know what Barry will beat them. Will do with them. I promise you will do with them. Will do with them.


So my beautiful people I am back with another hour don't ring video and today I'm going to showcase to you guys how you can get these two hidden armor sets now both are pretty good I'm not going to lie both are worth your time getting them but there is a dungeon like a puzzle you have to solve more or less which I will guide you through today. How's it going guys my name is DPJ and if you enjoyed the video leaving a like really helps out and if you like what you see and want to see more be sure to subscribe.