Remember a hallmark card when you carry enough to send the very best. The cards bring you a true story from the life of Nostradamus on the Hallmark Hall of Pain, our distinguished host, Mr. Lionel Barrymore. A doctor, Michel de Nostradamus, known to history as Nostradamus, the man who apparently could see through time. The prophet whose uncanny predictions have made him the center of three centuries of controversy and of wonder. Now here is Frank Goss. Every word you use paints a picture of you. The right words can add charm and brightness to that picture. That's why so many people choose hallmark cards to express their personality in messages to friends. For hallmark cards are carefully designed to carry the thoughts you want to send. Say what you want to say, the way you want to say it. And the hallmark and crown on the back says, too, that you carry enough to send the very best. Lionel Barrymore appears by arrangement with Metro-Goldwyn-Mayer, who celebrate their 30th anniversary at your favorite theater with their new color picture, Rosemarie, in CinemaScope, starring Anne Blythe, Howard Keel, and Fernando Lamas. And now Mr. Barrymore brings you our true story from the life of Nostradamus on the hallmark hall of fame. The city is Paris. Cobblestone streets are illuminated only by the dim green light of a twisted gibberish moon. The silence is broken only by the tramp of the town watch. And by the clang of hoops is a black coach bearing the escotchion of Catherine de Medici. Queen of France swings into the rue Saint-Antoine. I doubt it, monsieur. A gibberish moon means a fair morning any sailor knows that. Does he? It would seem, Admiral de Colligny, that you put that little stock in my prophecies, even the least of them. Not in prophecies, monsieur, nor in profits. Like the rest of them, sleight of hand. You overestimate me, monsieur. I cannot palm the thunder, monsieur. You would care to test me further.  The truth? Yes, monsieur. That much I shall always stand. I sound any a fewer of noble blood doctor. I'd have satisfaction from you before the night was done. But destiny prevents it, monsieur, the admiral. My destiny and yours. You seem to take the thought of destiny very lightly, doctor. Especially for a man who's being escorted to the gallows. There is a new sort of plague. A fever or no? No, definitely fever. A fever for the future, brought on by too much indulgence in the quadrains of Nostradamus. I'm sure that you'll... Even at the Louvre, they talk of nothing but your book for centuries, and its mysterious author. Their queen herself has expressed the desire to meet him as soon as possible. I see. It doesn't please you? All my work is here. I'm famous, Michel. You can't stay buried in this forgotten corner of Provence forever. You'll find a tomb in Paris and in Salon. The patronage of a queen is no empty thing. Especially this queen. She can bestow wealth, power, even a patent of nobility. If you please her. Rather, if my prophecies please her, subject to Catherine de Medici, I can read the future. I cannot shape it to fit her desires. I'd have seen fit to grant you sight and knowledge beyond that of other men. Whatever the risk, it is your duty to use this blessing for France. A blessing that I can see so much and change so little. Would you call that a blessing count or a curse? The Queen of France, that Nostradamus the Prophet, awaits her pleasure. I am a scientist, not a magician. Are you?  Even so, Your Majesty. What form? Astrology? Astronomy? Alchemy? A little of many sorts, and beyond that, I believe that certain men inherit the gift of prophecy, of clairvoyance, of mental transference, if you like. The ability to communicate by the power of mind alone, across space. And these images of yours, do you see them clearly? As though I live them, walking the streets of another century, and quivering beneath the mountain-shattering power of weapons yet undreamed. But your book is most unclear. Sometimes, Your Majesty, it is expedient to conceal meaning and intent, till time itself shall wipe clean the glass. I expect a Merlin and find a Machiavelli. Well, perhaps you're right. It is not wisdom for most men to know too much. We shall get on, I think. You may leave now, and draw up my horoscope. What is it Your Majesty wishes to know? The future of the house of Valois, and of my sons. Oh, madame, they will be kings of France. All three? All three. I see. And their sons? No, Your Majesty. Francis and Charles and Henri shall be the last of the house of Valois. I think you have made a mistake, Monsieur. My court astrologers say that our line will rule France for 300 years more, at the least. In 300 years, there will be no kings in France. You predict an anarchy? Perhaps, Your Majesty, though it will be called a republic. Well, I will not argue the unknown. What of Spain? The days of her glory grow short. Her empire will shrivel and die. Then France will be the greatest power in Europe. Oh, Your Majesty, great, but not the greatest. Which land? England, Your Majesty. England? Oh, absurd. And after her, a new land, still unborn, that shall grow in the wilderness of America. Fantastic! I tell Your Majesty only that which I have seen. Then I suggest that you look again.  Fortunately, I require but one friend. So? Time, Your Majesty. Time and truth. Princes will become enemies. Peace will receive a blow from the heavens. There will be earthly upheavals. The pole and the tiber will be in flood and there will be a serpent on the shore. A star with a furry tail? The comet, of course. And the king's messenger brings word from Rome that on that very night, the earth trembled and the tiber overflowed its banks. Incredible! What's more, when the waters receded, they found a strange sea-bees cast up on the river shore.  The comet still shines and the truth is broken. A lucky guess, nothing more.  Set up his soul. The people will see him take for kindred eagles, lions. The eagles are Spain and Princess Elizabeth will marry the Spanish crown prince. Scotland is a lion. Why, that's the Dothan's wedding with the Queen of Scots. But what about the cross? The King has arranged another marriage between his sister Margot and the Count of Savoy. Soon, Monsieur, the policy of France will be set by prophecies. Pardon, Sandini, King of France. Do hear by pronounce that Mayor Michel de Notre Dame is from this day forward to be physician and ordner to our person and counsellor to the crown and that he should be accorded such titles, monies and privileges as shall be suitable to this high office. But we return to the second act of the Hallmark Hall of Fame. I'm sure that everyone who has friends with little daughters has this problem. You're devoted to the little girls and you like to remember them on all holidays and when you visit their homes. But it's a shopping problem and expensive too. Well, here's the perfect solution. Give them some of the new Hallmark dolls from the land of make-believe. Little girls love these dolls from their favorite stories. Little Red Riding Hood, Peter Piper, 16 Dolls and All, beautifully dressed in fairyland costumes trimmed with real plumes and sparkling beads. And here's the best part. The dolls open up and inside is printed their story in delightful verse. Now these stand-up storybook dolls cost just 25 cents each, complete with envelopes for mailing. There's a collector's album too for just 50 cents that holds all 16 dolls keeping them fresh indefinitely. Now doesn't this solve the problem of frequent gifts for all your young friends? Incidentally, you'll see pictures of these Hallmark dolls in next week's Life Magazine. And of course, you'll find them now at any fine store where Hallmark cards are featured. Ask soon to see the new Hallmark dolls from the land of make-believe. And now Lionel Barrymore brings you the second act of our true story of Nostradamus. Catherine de Medici. In a few short months, the uncanny prophecies of Dr. Michel de Notre Dame had carried him a good long way from his quiet study of cellar. But he was soon to learn that honors sit uneasy on the heads of those who must rely on the favors of kings or queens. What is this? The French army in Italy will be troubled throughout the conflict and sustain great loss. Can you find no better prophecy, Monsieur? I regret, Your Majesty, that I cannot. And this one. The great city, suddenly and to its repentance, will be taken by assault. Surprised in the night, its defenses will be broken down. The guards and lines of communication at Saint-Cantin will be destroyed and its gates battered in. You must be aware, Monsieur, that Saint-Cantin is invulnerable. Then Your Majesty has nothing to fear. I assure you that this is no laughing matter, doctor. My concern is not prophecy, but policy. Policy? Your predictions and their results have been widely published and advisedly. The people have come to trust in them. The army as well. But Your Majesty does not. I trust in fate so long as it serves my ends. When it does not, I remold it. I see. May I ask how, Your Majesty? Ah, let me see. These, these portents of yours. They show no victory? Not in Italy. In the north, however. At Calais. Calais. You may have skill at prophecy, Monsieur, but you have none at tactics. Calais has been in English hands for over 200 years. If its recapture were feasible, it would have fallen generations since. I know nothing of that, Your Majesty. I only know what I have seen in the book of the future. Then you must look again. You will destroy these verses and prepare new ones concerning our victories on the plains of Italy. I have told Your Majesty before I am able to read the future, but not to change it. Perhaps you underestimate your power, Monsieur. And mine. I can try, Your Majesty. But I am afraid I shall fail. I trust you are mistaken, Michel de Notre-Dame. For France's sake. And for yours. The bells of Notre-Dame toll the death of San Contain and of many thousands of loyal Frenchmen. And my heart is heavy as the tolling bell. I had hoped that my knowledge, my skills, while unable to change the course of the future, might lessen its cost in blood and in tears. One moment. It's nearly midnight. I am aware of it. I come on the Queen's errand, Michel de Notre-Dame. I am not on my own. I see. I am to escort you. Very well. I shall be ready as soon as I change to a coat more suitable for the Louvre. Not the Louvre, Monsieur. The Bastille. Who must live? I could but foresee the one thing still hidden. If I could be sure that in the centuries to come men will know my prophecies. A prophet there is to be no trial. In the Bastille? Of course I had forgotten. Reason is not yet Queen in France. What is that? How should I know? You are the prophet. Meet your future face to face. Good morning, Michel de Notre-Dame. Your Majesty, you seem surprised to see me. I must confess it, Sire. Does the Queen know of this little visit she most certainly does not. I see. It is a hard thing, Doctor, for a woman to admit to a mistake. It is even harder for a Queen. A mistake, Sire. Her Majesty believed that your gloomy predictions concerning her Italian venture and the fall of Saint-Contain were in some fashion responsible for the tragedies that beset us. That you were guilty of treason to France and to the crime. And you, Sire, did you believe this too? I am a king, Doctor. I am also a husband. In any case, you were the Queen's favorite, not mine. Then may I ask why your Majesty favors me now? Don't you know, Michel de Notre-Dame? Listen to the bells of Paris. They are peeling triumph now. It seems that one of my generals had more faith in your prophecies than in the Queen's strategy. Instead of rushing to the aid of Saint-Contain, he attacked at Calais and won, Sire. And won. Those bells announced that after two centuries the greatest port of France again belongs to the French. In a few hours, Doctor, your name will be on every tongue in Paris.  Your Majesty is most generous. Choose your prize. To be a Count, a Duke, an Ambassador, perhaps. I seek but one reward, Your Majesty. Permission to leave Paris to return to my studies in Provence. Nothing more. No, Sire. With Your Majesty I leave my gratitude and my prayers. Strange. Only a little while ago I should not have thought it possible that King and Prophet could stand together like this as friends. But of course, Michel de Notre-Dame, you have known it from the first. Yes, Your Majesty. From the first. Of course, of tonight's drama, you've heard a few of the uncanny prophecies of the man who called himself Nostradamus. But his predictions didn't end with his own century. Frank Gasp. Yes, Mr. Brandmore? Suppose we give our friends a few samples. All right, sir. How about this one? A university professor under the aegis of a vigorous young nation will save the country in February. There will be the fall of the Chateau Fort and assault on three fronts. The conflict will commence near Serbia. It is a mortal war. On February the third, 1917, Woodrow Wilson, an ex-university professor and president of the young nation broke off relations with Germany. The first American troops entered the war at Chateau Thierry. Oh, yes. And World War I started at Sarajevo in Serbia. Time for one more, Frank. Um, how about the red government will be no longer in the public eye. Little by little, the leaders of nations will cast it off. Ah, that's one we hope is coming true right this very minute. How about the future? Well, sir, Nostradamus prophesies wars and struggles with new and frightful weapons in the country. But with the year 2000, he says the world will enter on a thousand years of prosperity and plenty and peace. That's the final prophecy of Nostradamus. And, Frank, it's the ultimate hope of mankind. You know, none of us can say whether Nostradamus was really clairvoyant or not. But I'm sure after tonight's interesting story, we can all agree that Donald Trump played a major role in the shaping of the history of his times. Once again, here is Frank Goss. Before we leave tonight, I'd like to remind you that you will find the selection of St. Patrick's Day cards wherever you buy hallmark cards. And tomorrow is just about the last day you can have the fun of choosing some of these delightful designs. I say fun because I don't know of any group of holiday cards that has more gaiety, more color and humor than these hallmark St. Patrick's Day cards. They're bright with shiny green, shamrocks and harps and pipes and all the beloved whimsy of the Emerald Island. They've captured the Irish wit and that bit of blarney we all enjoy so much. And, of course, you don't have to be a Flanagan or Casey to send or receive St. Patrick's Day cards. It has come to be an occasion when everyone welcomes the chance to say a cheer atop of the morning to their neighbors. So don't forget to pick up some St. Patrick's Day cards at a fine store that features hallmark cards. The familiar hallmark and crown on the back will make this holiday brighter too because it says that you'll carry enough to send the very best. And now here again is Lionel Barrymore. Ah, sure, and the Irish have a way with them, don't they Flanagan? They certainly do, Mr. Barrymore. It was Chastity, and I believe, who woke for the great gales of Ireland and the men that God made mad for all their wars of merry and all the good things and all their wars of merry and all their songs of sand. Of course, he didn't have to add that their charm is contagious, and that's why we all enjoy being Irish or pretending to be on St. Patrick's Day. And I'm sure those St. Patrick's Day cards you just told us about have their own Irish charm to fit the day just as hallmark cards always do. Mr. Barrymore, suppose you tell the folks about our story on the Hallmark Hall of Fame next week. Well, Frank, next week we'll tell the little-known story of Edmund Burke. The British member of Parliament who played a remarkable role in establishing the independence of the American colonies. And we're especially pleased to welcome back to the Hallmark Hall of Fame one of our favorite stars, Mr. Herbert Marshall. Until next week then, this is Lionel Barrymore saying good night. Boys and girls of high school age can win big cash prizes for themselves and for their schools in the Hallmark Hall of Fame contest. All you do is nominate a person for the Hallmark Hall of Fame and tell in a brief essay why you chose that person. See the March 10th issues of Scholastic magazines for full details on the rules and cash prizes for the Hallmark Hall of Fame contest. Look for Hallmark cards and scores that have been carefully selected to give you expert and friendly service. Remember a Hallmark card when you carry enough to send the very best. Our producer-directors, William Crue, are scripted tonight by Robert E. Livitt. Edgar Barrier was heard as Nostradamus. Featured in our cast were Paula Winslow, Gloria Henry, Polly Bear, Ted D'Corsia, William Johnstone and next Sunday the Hallmark Hall of Fame on television will bring you the exciting but little known story of one of the world's greatest science fiction writers, Jules Verde. This is Frank Goss saying goodnight to you until next week at the same time. What will present the story of Edmund Burke starring Mr. Herbert Marshall the following week an exciting story from the life of Russell Conwell on the Hallmark Hall of Fame. This is the CBS Radio Network. This is KMBC, County City, Missouri.


Hello everyone, my name is Deeksha Jain and I have secured 22nd Rankin Civil Services examination 2018. In this video, I will be talking on the topics role of women and women's movement and organizations in India. So, first let us talk about the role of women. Now the role of women would ideally be as role of anybody else, but there have been certain specific areas in which women have contributed disproportionately and immensely. So, now we will try to look at all the diverse ways in which women have contributed to the society and the country. So, the first role of women is I would like to talk about the economic contribution. Now here it is basically all those women who are directly contributed in the contributing in the economy, whether it is in terms of agriculture, wage labour, in terms of service sector, manufacturing, teaching etc. So, the economic contribution of women in the society has been immense and it is growing now as more and more women are coming into work life like many women have now started taking up work outside their homes. So, this economic contribution is increasing. The second very important role that women have played is of care economy, which is non-economised or non-monetised actually, but the role that our mothers and sisters and everybody has played by just taking care of the family, by taking care of the children, being the support system behind the members of the family who works with this care economy. Care economy contribution has been a very major contribution of women. Another would be source of education and values. Women are the closest, women as mothers, as sisters, are the closest to young children and they are one of the major sources through which values, etiquettes and education transpires from one generation to other. So, here also they play a major role. Another major contribution would be environmental contribution. In our Indian history, women have played an immense role in protecting the environment. The movements like Narmada Bachao, Chibko, Andul and women were at the forefront. They have hugged trees in the face of death and they have also, there are many tribal societies where women have played an active role in conserving the environment. So, here too women have contributed. Another one would be role of women as centre of family and familial ties. So, women often acquire, women often hold positions in the family which hold the family together, familial relations are negotiated by them. So, to that extent in the families they have a major role. There is political contribution of women also. Right from in the freedom movement we had leaders like Sarojini and Aido.  Many others are current defence minister, no our previous defence minister, Nirmala Sitaraman was also a woman. So, their political contribution has been immense. Later of course the 33% reservation for women at local bodies. This contribution in governance and governance is also increased. Next would be agriculture and animal husbandry. So of course agriculture, economic contribution is there. A lot of women in rural India work as manual labour in agricultural fields. One can often see them along the road, sewing paddy in the fields. Apart from that in animal husbandry taking care of the cattle women play a very important role. In addition to their domestic responsibilities in the house they have taken care of animals and that has also contributed to the economy and it has a lot of cultural importance as well. And of course other many contributions in terms of art, literature, activism, even feminist activism, activism for various other causes. Women have contributed immensely and in all these respects women have played a major role and they are increasingly playing a bigger role in the society. So from role of women we will now move to the importance of women's movement and organisations. The main women's organisations in India are All India Women's Conference, National Federation of Indian Women, All India Democratic Women's Association and their major thrust is for empowerment of women and fighting for a gender-just society basically so that everybody can enjoy their right to equality. So let us go a little bit into how the women's movement has developed in India. So what is known as the first wave of feminism or women's movement in India would be during the national movement. So in the first movement there was mass mobilisation and their organisations like National Council for Women in India were formed in 1923. All India Women's Conference was also formed during the same period and during this time these women also participated in the non-cooperation movement, civil disobedience movement, Quit India movement etc. So not only were our national movement as many would know but did not just mean expelling the British but we were also fighting for a just society. Even Gandhi ji and many leaders like Jyotoba Phoolay, Gandhi ji Ambedkar, everybody believed in a gender-just society and one of their major agendas was to empower women. So many women leaders were part of these organisations. Women learnt to come out of the house, to picket shops, to agitate for their rights as well as the nation's rights. So this was the first wave of women's movement in India. So the second wave commenced from the 1960s onwards and it marked a resurgence in political activity by women and many women's organisations again were divided like all India Women's Conference and YWCA, Young Women's Christian Association which had become completely defunded was again it was re-invigorated by the energy of new women activists. The self-employed women's association SEVA which worked for the women in the unorganised sector also came into being during this time and it is one of the organisations which has supported women working as unorganised labour, provided them with better wages and gave them a sense of identity and self-hood. So the focus during the second wave was attacking the sources of oppression in the society. The United Women's Anti-Price-Rise Front was formed in 1973 in Maharashtra and it was against the skyrocketing prices during that period of time, a front of which the women had to face. During the third wave in the 1970s, the major thrust issues of the women's movement widened, family violence, men-women relations, unequal distribution of work, education all of them were covered under the women's movement. Here the struggle again the larger focus of the struggle was the same but now the basically the multiple focuses of the movement were developed during this period. And in the 1980s, the idea of struggle changed into the idea of development. Wherever in the development process women were being left behind, now they were taking up those issues that how can women be made more mainstream beneficiaries of the development that India was going through. In the 1990s, the key issue of women's movement was linked up with work, environment, ecology, civil rights, human rights, gender specific issues and emphasis was on the poor toiling women who was issues of daily survival, caste issues within the gender issues. So women's empowerment was a key focus area of this movement and this movement somewhere one of the great victories of this movement was the increase in political participation of women and it was during this time that through the 73rd and the it was during this movement that through the 73rd and the 74th constitutional amendments women were given 33% reservation in all local body elections. So that led to a greater participation, a political participation by women. So in the 1990s the women's movement gained even more momentum and in later years with the coming of globalization more awareness about gender rights more and more initiatives were taken to institutionalize and protect the rights of women. Some of the major organizations that have been working in India for the rights of women are All India Women's Conference. This was started by Margaret Cousins and many important personalities like Vijay Lakshmi Pandit, Kamala Devi, Chattopadhyay etc. have been a part of this organization. And these talked about a lot of legislative reforms and issues like monogamy in family, inter-community marriage, adoption, women's rights for divorce etc. and they have achieved a lot in this regard. All India Democratic Women's Association is another one, Centre of Women's Development Studies, the Young Women's Christian Association, Centre for Health Education Training and Nutrition Awareness. This is the Chetna initiative, Chetna Mission and it is with this title it focuses on health education and training and nutrition of women. The SEVA organization which I have already talked about, so all these organizations have played a key role in taking the women's movement forward in India. Now we will talk about the key issues which were the focus of women's movement. The first is the social and economic issues, social economic issues pertaining to development, demographic decline, the right of women to have a choice over their reproduction, sex ratio, child marriage. In terms of sex ratio, for example, India has been fighting to increase the sex ratio so that to make it a more gendered just society and Betibhacha or Betibhata or Andolan has been a major initiative in this regard. Low literacy rates, violence against women, domestic violence, sexual harassment, all these have been there and dowry deaths, eve teasing, molestation and with the changing times now cybercrime and cyberbullying, pornography, child rape victims etcetera all have come into the sphere of socioeconomic violence against which women are speaking out. There have been employment related issues also in terms of equality in pay because there is a pay gap between the salaries of men and women working at the same level and India does not score very well on the gender gap report which is taken out by the World Economic Forum. So apart from this having a safe and secure work environment for women to work at has also been a focus. So the sexual harassment of women at workplaces at 2013 was passed to institutionalize that every organization should have an internal complaints committee. Another source of struggle has been the reservation for women in representative institutions. Although we have reservation in local bodies there has been a demand and recently Odisha assembly has promoted this that women should have reservation in the Lok Sabha as well so that there are more women political representatives who are able to contribute to more gender just policies and more gender just representation in the parliament. So all these have been the focal areas of agitation as well as focus of women's organizations in India. Recently I would also say that now with you know globalization turning into hyper globalization and a lot of social media in our lives me too movement was one movement of women empowerment which sort of percolated to India and a lot of women spoke against sexual harassment. So sexual harassment it has been one of the key agendas of women empowerment in India because without safety of course women would not be able to come out of their houses and contribute to the society and economy as they can. And apart from these various acts like abolition of dowry, abolition of child marriage, sexual harassment at workplace act the government has also created the national commission for women in 1922 which has the responsibility to oversee the working of constitutional safeguards for women, reviewing laws and regulations and interviewing few in individual cases of violation of women's right. So all these the institutional framework that the government has created and the rights based approach that the women's movement has taken has managed to empower women and now the focus is also to make sure that even in this empowerment it is not just focused on urban areas but women of all places whether it's rural tribal or and all societies are taken together in the journey towards a more gender just society. Thank you that would be all.


This is Think Tank Hawaii. Community matters here. Okay. We're back to live with Lou Pulirisi. He's the CEO of E-prink, an energy policy research think tank in Washington, D.C. He joins us, and it's after nine o'clock at night, so we really appreciate that, Lou. And he's about to go on a trip to Nagoya. So can you talk about Nagoya for a minute, Lou? So for the last seven years, all the world's producers and consumers of liquefied natural gas meet in Japan. Usually it's Tokyo this year they're going to meet in Nagoya, which is close to Tokyo. And they're going to be talking about all the fundamental issues that need to be addressed to expand the production and liquefaction of natural gas, and then the development of regasification facilities throughout the Pacific.  Exactly. It's becoming more global than it was before, am I right? It's becoming very global and it's becoming very well connected, you know, the communications are so. Yeah, part of it. People need to talk to you, you know. So let's talk about, gee, let's talk about what's going on in terms of tariffs and other news. So I thought I'd put the North American Petroleum Renaissance, a little context in the international, how we're plugged into the international world. And why it's important for us, for our own, you know, future expansion of our, particularly our petroleum sector, oil and natural gas, to be connected into the world market. And by the way, I don't know if the news came out there in the Hawaiian Islands, but the U.S. for the second year in a row had a reduction in its carbon emissions. And all the European countries that have harassed us and said we're such bad people are accelerating their carbon emissions. So it's always interesting to question. So let me take a moment to ask you as a point on that, and why? Why have our emissions declined? So the reason for that is because we have cheap natural gas and it's driving out of coal. And to some extent it's also driving out in the consumer sector, heating oil and fossil fuels with higher carbon content. So this is the direct result of the increase in portable tech? No. The renewables have had no virtually an unmeasurable amount of impact on that. Okay, well back to the point. I interrupted you. Please tell us. So let's go to just see what's happening here. So if we go to the first slide, you see it has three pictures there, right? U.S. crude oil production, U.S. lower 48 dry gas, natural gas production, and natural gas liquid production from natural gas processes. That would be like propane, butane and things like that. As you can see, the increase is very dramatic in all three categories. In fact, today the United States is the largest oil producer in the world and the largest natural gas producer in the world, virtually unthinkable a few years ago. It's a remarkable expansion and if you go to the next picture, the next picture, right? You can see in this next picture that pro-natural gas, the red part of this graph, which has now made the U.S. the largest natural gas producer in the world, were up to something like well over 80, 85, 87 billion cubic feet a day. And that is driven largely by the shale gas revolution. And a lot of that's not just in Texas. The Appalachia region is the most cost-effective in the world and in fact a funny thing happened last year because the city of Boston could not get, within 100 miles of the city of Boston, some of the cheapest gas in the world, but they ran short and they had to import and liquefy natural gas from Russia. And the reason for that is because the good people of Massachusetts don't want to build a pipeline. They would rather have the Russians dig up to Sea of Avod and kill all the whales there. So that is an ongoing fight in the United States, but you can see we have a lot of gas. The problem is we have so much gas, we have to start selling it to other people. We've sold it by as much as we can to Mexico. And so one of the important developments in the world is the transmission of these exports in liquefied form called liquefied natural gas. And it turns out one market that's quite important. If you go to the next slide is in China. And the next picture shows the rapid acceleration in natural gas use in China. Now this gas is served both by pipeline exports from Eurasia and even other parts, Myanmar, but also the importation of liquefy of LNG. Which the Chinese entered last year in a big way and began to, in fact, it was such a big entry that it started to ramp up LNG prices throughout the Pacific. And what's interesting about this is that this is a political response to the Chinese people who want the government to take some action not on climate. They don't even know what climate is on local air pollution. And one thing natural gas is very good. It has no particulate. So you're going to see a lot of pressure in China to get more gas supply. And they can buy this liquefied natural gas from a lot of sources and they have been buying it from the US. And if you go to the next slide you can see, I just want to get you a little bit more, unlike India in which coal still predominates in China, gas is now the fuel of choice over coal. It's a big change in China. And as I say, it's driven very much by local air pollution concerns. And for the legitimacy of the party itself they have to address this issue. It's the one area where the Chinese government is very much concerned about what the people think. Sure, pollution. I mean a few years ago in Beijing you had to wear a gas mask. That's how bad the air was. Now it's better. And they're taking a few years ago everything was coal. Look at the AC River and the coal barges going hither and yon, now it's not so much anymore. Yeah, so you can see the increasing use in power turbines which is the light, the bottom chart. And it's gone from four billion cubic feet a day to eight. Now to put that, expect you to get to eight by 2023, by the way to put that four billion cubic feet in perspective for 2015, that's how much gas we send to Mexico every day by pipeline. So Mexico is also making expansive use of U.S. natural gas and we're very hopeful about that relationship as we know have a trade agreement with Mexico, at least we believe we do, right. We're still waiting to get Canada in the next year. Well how do the political diplomatic moves affect this, if at all? I mean our relationship with China is not nearly as good as it was a few years ago. Our relationship with Mexico and Canada at least in terms of import and export is not as good. How does that affect the exportation of LNG? Yes, so I think I'm going to show you a slide here which deals with that. I think for Canada and Mexico, we don't really have the whole story yet, the relationships are so strong. I haven't seen any disruption in the energy trade, however, the aluminum and steel import tariffs, much of which are now being sort of negotiated, let's say, or trying to be resolved through the World Trade Organization. But though there have been the actions the administration took under section 232 of the Trade Expansion Act, but tariffs on aluminum and steel have not been helpful to the cost competitiveness of the industry. So if you go, and I think that if you go to the next slide here, the next picture here, you can see. What is the title of the slide? The next one is the, it shows the high export scenario and the low export scenario. Can you see that there? Yes. Okay. The colored part of the chart is really baked in. We are going to move to about, by 2021, we're going to be exporting in liquefied form nearly 15 billion cubic feet a day of natural gas. That is a huge amount of gas and places us up one of the top tier suppliers of liquefied natural gas to the world market. It's very important. Whether we, you know, how fast that ramps up is going to depend a lot on, you know, the development of the technology, the size, and mostly the size of the market. We actually believe that the price of natural gas is going to remain low in the U.S., low that is, somewhere from $2.75 to $3.25 a thousand cubic feet and it's going to stay that way for many, many years. We have so much gas. Am I right, am I right to assume that a country importing these exports from the United States is not going to want to put tariffs on LNG because it needs the gas, no? Yes. So I would say if you go to the last picture here, LNG imports from the United States to China are in fact declining. China did sign up for a long-term agreement with one exporter called Shanir and they are the elephant in the room. We just had a big workshop on this with the Japanese and, you know, the two big uncertainties in the Indo-Pacific market is going to be China and India. India, we sort of understand, but China, small changes in policy there can overwhelm the world LNG market. So we have to really be, we actually have to find a way to engage the Chinese so we understand the process and then we understand how to address this kind of huge requirement they're going to have. But I think what's telling is that the trade policy, the trade dispute with China is starting to have an effect. And if you look at the red, the sort of red parts of the bar, those are Chinese imports from the United States. Let's see that slide one more time with the, yeah, the red parts of it. Yeah. Go ahead. LNG imports from USA to China are declining is the title of this slide, okay. Okay. That's the wrong slide. Let's look at the other side. Yes. Okay. Yeah. It's the last slide. Okay. Right. Yeah. So you see the red bar and the larger bar there and the, along the bottom are all the countries the US is shipping liquefied natural gas to. And in, as we enter 2008, you can see it's starting to decline and flatten out. Yes. Okay. So you see the Chinese are sending a message. Okay. They are trying to find other sources, they're trying to find levers to the US, to the Trump administration that says, look, this trade policy has two sides to it. And it's not just us going after your soybean exports. We're going to go after a central theme in your word administration, which is energy dominant. And we're going to show you that we can find supplies and LNG from sources other than the United States. We don't want to be dependent on the United States. Well, I don't think they, you know, they have a huge source that there's domestic production. They have, they have supplies from Russia from Eurasia. So they have a diversified strategy, but they also want to be able to send a signal that trade is a two way street as far as they're concerned. I think the Trump administration's view is that they have to do this because of certain other quote, unfair practices of the Chinese, particularly a combination of requirement of technology transfer or some technology theft. And that I actually I'm quite concerned about this because, you know, my, our strategy, I mean, if, if I were kidding, I would say, look, you should have a strong trade relationship with Canada, the Europeans, Mexico, and then you should gang up as a group on the China. Don't try to take on everybody at once. It's a huge, it's a huge burden. And you're not likely to succeed. And it bites you. One more thing before we go to the break room is that that chart we just looked at shows that this process of, you know, China looking for other LNG elsewhere and taking less from the U.S. started in 2008. So it's it's strategy really goes back when the two that was long before Trump. No, 2018, the slide, if you look at the slide, it's only from the years 2017 to 2018. Okay, I see it now. Okay. So this really is very recent then. Yes. Yeah, this is very real time data. Actually, the LNG market wasn't much of a market 10 years ago. It was Japan, Korea, Taiwan. That was it. Well, it looks to me at the end, at the end of it, the final part of the slide, that the amount of gas that the Chinese are getting from other sources is greater than the amount of gas they're importing from the U.S. Exactly. And this is just LNG. They're getting lots of gas from a pipeline from Myanmar and from Russia, and then they get fairly big supplies from Turkmenistan and Eurasia. And does this mean that they have put money into infrastructure, which is dedicated to those other sources? I mean, is this reversible or is this a sort of permanent condition? Oh, no, I'm pretty sure the LNG stuff is very reversible because right now they're just swapping out one LNG supplier from another. I do think that long term it could cause them to fundamentally shift their sources of supply. Sure. On a momentum basis, anyway. Right, right. Well, let's take a short break. That's a loop for Eurasia. We're going to come back and talk about more of the things that are happening in Washington, and plenty is happening in Washington these days. We'll be right back. This is Think Tech Hawaii, raising public awareness. When I was growing up, I was among the one in six American kids who struggle with hunger, and hungry mornings make tired days. Grumpy days. That kind of days. But with the power of breakfast, the kids in your neighborhood can think big and be more. When we're not hungry for breakfast, we're hungry for more. More ideas. More dreams.  When kids aren't hungry for breakfast, they can be hungry for more.  Hello. My name is Stephanie Mock, and I'm one of three hosts of Think Tech Hawaii's Hawaii Food and Farmer series. Our other hosts are Matt Johnson and Pomei Weigert. And we talk to those who are in the fields and behind the scenes of our local food system. We talk to farmers, chefs, restaurateurs, and more to learn more about what goes into sustainable agriculture here in Hawaii. We are on at Thursdays at 4 p.m., and we hope we'll see you next time. Okay. Luke, we're having a good time during the break. So, Lou, you know, we got all kinds of stuff happening in Washington. In a sense, you are our man in Washington. Can't say that. So I'm always interested in your view of how things are going in Washington.  Can you give me a feeling about what the rank and file feel about what's happening with Judge Kavanaugh's confirmation? Well, you know, I think you have to look upon this. There's a kind of substantive issue. And I do think now with the so-called Me Too movement, for whatever that's worth, that it's a very hot potato for any politician, right? Everybody panics when this starts to happen. But I do think Judge Kavanaugh's getting... I mean, I'm not a position to talk about the merits, although I do think that this happened a long time ago. It doesn't mean it's not serious. It happened when he was... I mean, the FBI today said, look, they want us to invest... I mean, there's a lot of confusing statements coming out. The FBI said, well, actually, you don't understand what we do. We go out and interview people. We write down what they tell them, tell us. And we send it to the lighthouse. And instead of gates, it's your decision. And the Senate is supposed to be the place that makes the judgment. So I'm pretty sure that what's going on is, you know, Schumer and your Senator Haloney and Halona and Bill DeBrand and all the Democrats, they just want this thing to get delayed in the hope that in the election that somehow the Democrats take the Senate and then they can stop the nomination. And I just think it was, for me, a little outrageous that Dianne Feinstein sat on this document she had, this anonymous letter she had. And then she waited until all the hearings were over and then released it. That's pretty crafty. Pretty crafty. It's very hard ball, you know. But I don't think it's... Actually, I'm sort of thinking the guy's going to probably get confirmed.  There hasn't been a single woman who's said that this is a bad guy. So I mean, there should be a statute of limitations on how far... Actually, do you know that when the FBI does a background check on somebody, they stop at 18? You mean 18 years of age? Yeah, they don't go before the age of 18. It's just a matter of...  What they do on a Saturday night may affect the rest of their lives, like it or not. Yeah, so I do think it's a terrible way... Look, I get it. They're unhappy with this guy. You know, they wanted a lot more documents from him. But he settled over 360... I mean, he's written an opinion and been involved in 360 cases from the bench. So are you telling me we can't figure out whether how this guy comes out by looking at 360 cases? They've never had that much before yet. And so it's really... You have to see it as a circus it is when you watch it. It's just a circus because I used that term earlier today. Yes, it is a circus. Well, it shows you... You used the term hardball before. And indeed, that seems applicable on both sides of the aisle. Everybody's playing hardball and it really has not a lot to do with the substance. It has to do with playing the game. I mean, I thought the good senator from Hawaii who said today that this is really a problem men have. And men have to step up. So that's like 50% of her voting block she went after. Well, this is kind of an intersection between Supreme Court confirmation and the Me Too movement. See what happens when you smash the two of them together. So what's your prediction in terms of timing and result? Well, so my prediction is that the Republicans... This is a big deal for Senator McConnell, majority leader. This is the one thing he can point to. It means a lot to his legacy. It fires up the Republican base. I mean, actually, this could backfire on the Democrats in the election because it might get all these Republicans who are going to... They hope we'll stay home. Come out. So I believe Gavinal will be concurred. I just think the guy, they just don't have anything. Had these huge, you know, Bush came out for him again today. There's so many people at 65 women from his high school to talk about what a great guy he was. I just, I mean, I do think... I do think you have to take these allegations seriously. It is a problem, but it was so long ago. You don't know if it's an implanted memory. It's nothing she revealed to she with 2012. You know, it's very interesting. She's represented by the same lawyer who represented Bill Clinton against Juanita Broderick and me. So it's a specialty area. Right, but it's got too much political, you know... But you know what's troubling about this, Lou, and I'm interested in your thought about it, is that let's assume for the moment that she has enough, and maybe that's one of the reasons she wants to see an FBI probe, she has enough to be credible, that something untoward happened, even though they were just kids, something untoward happened. He, on the other hand, is saying pretty clearly that he is denying anything happened. He said he wasn't even in the room. Yeah, so he denies it all. And then you have that fellow, the friend, who says, well, there was something. And who knows where additional information will go. Who knows how it will present when you put people under oath in front of that committee on this issue. But my concern is if the Senate finds the committee, let's assume the committee finds that she's right, that she is more likely to be believed, that she is the credible one, then they're also inherently finding that he's not telling the truth, isn't that true? And then that's a problem. Look, if it turns out that he lied, right, that he should not be confirmed, it's very straightforward. But he's pretty adamant about this, that he was not there. And here's the problem. Can you remember anything about what you were doing 36 years ago? I don't have a diary I can look up and see what I was doing. She can't remember the day, the year. I think this is really very problematic. Yeah, well, it's got the play out. And it's woven into how the midterm elections will go. I mean, it's a direct connection. Unfortunately, it's all about politics. Yeah, so let me ask you this. This sort of takes us to my last question. The midterm elections. They could confirm the Republican position in Congress, and they could upset the Republican position in Congress. And maybe it's a tight race in that way. How does that race affect energy? How does it affect LNG? How does it affect energy in America? Do you lie awake at night thinking about how this is going to change the world in energy? No, you know, it's very interesting. I bet you didn't read about this in the paper. Two weeks ago, the Department of Interior had an oil and gas lease sale in New Mexico, right? Not Mexico, New Mexico. And the sum of the high bid, that means the money people were willing to pay was about a billion dollars. Yet you didn't read about that anywhere. So in terms of energy policy, a change in the Congress is not going to change it that much. If the House goes to Democratic control, which is, you know, probably at least 50-50, maybe slightly more, there's going to be lots of hearing, lots of oversight and investigation hearing, lots of people getting brought up there and yelled at, and they're going to request lots of things. But basically, the administration is not looking for any new legislation. So they'll be able to continue on the road they go forward. They may impeach Trump, I don't think they've done it, but they won't get very far unless the Senate shifts dramatically. And the most likely political forecast is that the House moves to a slightly Democratic majority, and the Senate stays where it is or gets slightly more Republican. If that's all so, I get what you're saying, that doesn't mean there'll be new initiatives to renew an environmental change. Well, yeah, we may be. We're reducing our carbon emissions every year now. I don't know what the problem is. Okay, well, we'll have to follow it. If the Germans are shut down their nukes and are now digging up coal in an ancient forest.  Well, they're harassing us for being bad stewards of the environment. It's all connected, Lou. It's all connected, and we have to follow it. So in two weeks' time, I am certain to a moral certainty there'll be more for us to discuss. Let's hope so. Let's hope so. It's okay. Thank you, Lou, very recently. Energy in America, Lou, very recently. Thanks so much.


This was the most ambitious, the most challenging, and in many ways, I think among at least the most important in the whole series. And that's because this is a very large community that we're talking about, a very diverse community. Many different kinds of people work and practice in a research library setting. Many different kinds of collections are represented. Many different kinds of activities. Libraries both accumulate materials and are active in supporting the work of teachers and scholars in their institutions. Very, very complicated. And we knew that going in. And so we planned for an exceptionally detailed and exceptionally representative set of first-stage interviews and second-stage small group discussions. In the end, overall, over the course of the two years or so that it took us to get from the beginning to the code of best practices, we talked to over 150 librarians from upwards of 64 or 65 different institutions. And we had enough time and enough space, and thanks to the Mellon Foundation, enough money really to do it properly. Not only did we have funding for the initial inquiry and for the development of the best practices, but very wisely, I think. Mellon also was willing to fund a third year, and as it turned out, a bit more than a year during which we spent our time. You and I, in particular, on the road quite a lot together and separately, going to introduce the final code, which had been devised of, by and for the library community. And then, as all these codes are, very carefully vetted by a bunch of tough-minded copyright lawyers to make sure that what the librarians thought their fair use rights were fell within the zone of reasonableness defined by existing law. After all of that, we had the luxury really of being able to go around the country and introduce this code and explain it and to talk with a lot of professionals in the library community about what they could do with it, about what value it might have to them. I think that's right, actually. What we found was that the library community is extraordinarily conscientious and takes very seriously its responsibilities, not only to the users that it serves in terms of making things available, but also to the creators whose contents they are ultimately the custodians of. I find that characterization really, really apt. You were closer to the library community when we began, so perhaps it wasn't as surprising to you, but it was really a revelation to me. And I think that the nature of the discussions, as you describe it, is really the source of the power, the robustness of the code and that a less grounded document, a document that reflected less fully or less completely, the views of the field would, by definition, also be less effective. Now, a question arises, effective in what way? Effective for whom? That's right. So it's really important to know that this is a rich document. There's so much in there. There's a wonderful preamble that describes the history of the fair use doctrine, how and why it has come to be what it is today as a powerful doctrine, and there are nuances, there are limitations and exceptions, most importantly, that color each of the principles that describe areas where fair use can and should operate for libraries. And there there is not only a code of best practices, PDF free to you to download, but there are infographics, there are other videos, there are reading lists, background materials, and so there's a host of things that you can look at to get a sense of just how rich this material is. The first area, which will surprise probably no one, is that fair use is there for libraries to use when they are helping teachers share library materials with students in the context of a course. E-Reserves is one context, but of course the principle is broadly drawn and it captures a consensus about all kinds of contexts where a professor might need or want to make library materials available to students. In order to understand how this document works, how librarians felt they wanted to express their fair use rights, it's really important to read the document because the document doesn't say, oh, anything you can do on E-Reserves is fine. The document says E-Reserves is an area to which, and course support generally, is an area to which fair use can apply but subject to a variety of conditions and limitations, and that's true of each of the, I guess it's eight categories overall. There's a basic principle stating the potential applicability of fair use and there is qualifying detail, and the qualifying detail is as much a part of the document as much a part of this code of best practices as the broad statements of principle themselves. There's a principle about making items accessible, and here again, this is a wonderful area where it's not so much, you know, can we keep on doing something we've been doing, but actually there's space now with technology for a radical improvement in the cultural missions of libraries and the ways that they serve everyone that they're supposed to serve, and so where before there was what's known as a book famine, for example, for folks who are print disabled for any number of reasons, you know, the books in the library just might as well not exist from their point of view. Now the technology exists so that libraries can serve their mission, they can meet their legal obligations, frankly, to serve these folks on equitable terms by format shifting materials to meet demands for accessible copies. And I should say that as someone who spent a good deal of time working with sometimes representing the blind and the print disabled in these copyright areas, it was enormously gratifying to me to see how strongly and emphatically the library community came together around that particular principle. We surfaced this as a concern in the first stage of the process when we talked to a lot of library opinion leaders about what problems with copyright were actually currently standing in the way of their fulfillment of mission and there was some discussion of accessibility and there was enough discussion of it so that we identified it as a topic that we wanted to focus on in these small group meetings that followed in order to see whether there might in fact be a consensus, a working consensus around the application of fair use to the problem of making it possible for more different people to use library resources. And I think it was that head slapping moment. I think that in those small group meetings people saw this immediately as a matter of importance. I think it's crucial to reiterate this idea that these are the best practices, right? Not the most common. This was not a survey. We're not taking an average. We're not looking for the lowest common denominator. This was a process of surfacing the best. And so that's what happened here. Another really interesting area that came up as a place where fair use could and should operate and where again there was a bit of a social justice angle or a sense that gosh we're under serving people was in the context of institutional repositories and so there was a whole, there's a principle here that talks about the idea that libraries ought to really strongly advocate on behalf of the students and the professors who must often as a requirement of their employment or as a requirement of obtaining a degree who must submit their scholarship to these repositories, right? And so if we are going to, as an institution, as a library say, in order to advance you must interact with this functionality, this repository. Well then, by gosh, the way that thing works had better be consistent with our values in fair use. And what we heard in the first stage was it was quite the opposite at some institutions. There were places where the repository policies were, you know, there's no such thing as fair use. You've got to get permission for everything. And there is literally, there were literally graduate students and even professors who were in abandoning research projects because they could foresee. And there were art history dissertations being deposited in institutional repositories without illustrations. Right, right, these sort of black holes, right? Exactly. And then of what use is this document and why is it even in the repository if to read it is not to understand it? It seemed as though the idea that institutions of higher learning should be involved in harvesting and preserving web-based materials at least in areas in which their institutions had some special interest, you know, Latin American websites or human rights websites or whatever the case may be, that seemed very, very straightforward to me. And yet when we talked to the community, we learned that although it was an accepted practice at some institutions, it was something that in other places was being foregone. And the reasons for that, as for the reason, as was true of the reasons that we heard why other kinds of activities that seemed very mission critical weren't taking place was complex. On the one hand, it was that there was genuine uncertainty within the library community about the application of the legal principle to this specific case. And one of the things we hope a document like this does is to provide a somewhat higher level of certainty and confidence for librarians themselves. We believed going into this project that one of the audiences for the final document would be gatekeepers within institutions of higher education. And certainly you and I have spent a lot of time since then introducing the document on different campuses and encouraging the librarians on those campuses to use it to begin discussions with their gatekeepers. As you say, Peter, the gatekeepers on our campuses are generally, you know, they're nice folks, they're trying to do the right thing, and the reasons why they say no are never out of ill will, right? And rarely even frankly out of being misinformed so much as being uncertain and wanting to be safe, right? A very reasonable mission-centered approach to protecting the institution from unnecessary risk. And so in these conversations they have absolutely loved to hear from us that the risk is not so bad. In fact, it's quite reasonable and that the library community writ large stands behind these reasonable applications of fair use. So this turns out, I think, to be a powerful document for use with gatekeepers. And I'm internal gatekeepers. Gatekeepers within the institution who are, after all, the ones you really have to worry about. That's right. Fair use, right? Fair use exists for exactly this purpose. And when we spoke with people, we heard loud and clear, yes, this is the right thing to do. It's not going to hurt our video friends, it's not going to hurt our director friends, and it will do a great service to our teachers and our students, and we should do it, and now they're doing it. If you are watching and you have a story about the success of the code in your institution on your campus, please let us know and we'll be sure to make sure that the rest of the world knows too. However, it's also important to say that our role and the role of ARL as a centralizing institution and the role of ALA is an important cosponsor of this effort and the role of the Mellon Foundation as a generous funder of it all are coming to an end. And the code remains, the supporting material remains, and the question is, Brandon, what is going to happen to this material? That's right, and the answer to that question has to come from the community, right? Just as the values that inform this document came from the community, just as even the specific limitations and exceptions, every word in this document is derived from our interactions with this community and now whether the document and how the document thrives or continues to thrive is really in the hands of the library community. It is to you now out there to take this document and breathe life into it, to make it a part of your policies, to make it a part of your policymaking process, to share it with your allies throughout campus, to publicize the successes that you're having as you apply this document. This thing will rise or fall now depending on what happens out there in the world. And I'm extremely optimistic because we've seen so many successes already because it's such a powerful document because everyone who cares about these issues has supported it and continues to support it. So there is a groundswell now of support for this document. It has a very strong foundation and it's for the library community at large to build on that foundation and continue to make this a living document. Thank you, Brandon. That was very, very well put.


You know, true friendship isn't about being inseparable. It's more about being separable and yet nothing changes in the quality of your friendship. Who are those people in your life? Tag them in this post. Let them know how much you appreciate their true friendship. Cheers.


Hi, my name is Kanagraj and I'm going to talk about the Stelco Agile Orchestrator in decision. In OneApp CLA project, there is a platform called Open Command Platform. It is introduced to orchestrate or automate the different accents involved in the OneApp. So it enables to model the given accent as the normal as well as we can capture the execution details in the normal. That's we can call this cordless. Also, we can associate the accent with the actual implementation of that. It could be a scripting language or programming language. It allows to onboard and manage those actions and while executing, we can troubleshoot those accents for prints. It also allows to model the environment using the normal, which is called an Mormon profile. At the same time, it enables to orchestrate across the different domains or the tools. It's called as a plugin profile. So Open Command Platform is built with a specification called Open Command Specifications is currently used in this platform. This specification helps to model the accent with what are the required inputs, what are the required outputs and how the execution is performed. So all those related informations are captured in this normal and that normal is completely processed and then converted into an action or a command by this model engine. It enables a GRPC and the command console or the Linux shell. So through which we can onboard the actions we can manage the action can execute the actions. So all these operations can be performed. So for the programmatic integration, we can use a GRPC while scripting integration, we can use the cell command. On the other side, it enables to come up with different profiles for supporting different environment or protocol specific things like STTP or SNMP, or we can even integrate the robot, which is currently we are trying as part of the wheeling release. So on one side it enables to integrate in the programmatic or scripting approach. On the other side, it enables to integrate with a different environment to throw the profile. So the environment can be a specific product like one app or it can be orchestrator like on a bespoke or like open stack heat. So all those things can be integrated seamlessly into this platform. So on one side, it allows to integrate with a different environment. On the other side, it enables to access them seamlessly. So it's built on top of the domain model. So it has a product under the product. Usually a product will have service, service will have these top features. So the feature is model as like a command which require input and output. Under the environment is model with the profile. Profile basically captures all the environment details like it could be the connection details or the credentials, which are the information required in order to operate those environment from this platform. And another is artifact. It helps to store the required artifacts like the scripting or the configurations, etc. Even the environment variables and then it can be used during the execution. So the execution is model using the runtime model. So in which there are three models execution, execution takes the command, the instance and then the user will give the input as the parameter. And with that parameter, the execution will happens and then finally it's produced. The result is nothing but the instance of the output. So when execution, the user can also provide the profile, which is nothing but the environment details on the artifact, which is required for executing the given actions. So using this platform, we have already completed one use case in the one up all OVP VNF test platform in which we have done the end to end service automations. So what we have done, we have taken all the one up actions as the command and then expose like the CLS and the same commands or consume like the test cases in the VTP. So one side the action is seen, seen like a command from the DevOps point of view. On other side, the same action is seen as the test case from the testing or the certification point of view. So it's like a develop the action once and then you seek across the DevOps, CACD or other real production environment. So it says the developer involved in multiple places. Otherwise, which is the common practice today. So when we're looking at this, the picture, the VNF lifecycle validation is made up of this complex, the workflow shown here. So the complete workflow is orchestrated through this platform. So it acts like a twin one for the tester, it fills the user role in the options of the user. And for the user, it costs from the bugs as because it's already tested from the testing point of view. So, so in summary, it basically helps to model any actions as the YAML and onboard into the OCOM. So from that point of view, it will be seamlessly seen like one action with that given on your PC or the CLI or the test case. So the same action is seen with a different interface, but end of the day, it is going to be the same actions. So more details about this, the automation, what we had done the end to end things we have given in this week. Please refer this week for more information. So that's all about this other orchestrated. Thank you for seeing this, watching this session. Thank you. We have now activated the phone bridge. Unfortunately, our speaker is online but unable to access the audio. So if you have any questions, feel free to enter them in the Q&A with speakers Eric Chat, and he will respond to you in that chat. We have a few minutes left. If there's any questions that don't get answered, then we will refer you to a Slack channel where you continue the conversation.


Thank you for coming. It's truly my pleasure to stand here today and talk about teams, because we create them, we are part of them, and we truly rely on them. However, it's not always easy, and there are plenty of things that can get in the way and prevent teams from reaching their full potential. Obstacles are really easier to spot than others and some are hard to solve than others, but my belief is that together we can get rid of them. And if you wonder for whom is this talk useful or who is the target audience, I would say you. It's literally for everybody. For those of you who are team members, for those of you who are leaders, it's really for everybody. You can be the unhappy team member or leader, the one who is really motivated and satisfied or the one who is currently frustrated. It's literally for everybody. And keep in mind that we all have different levels of what we can tolerate, and someday you can come to work and be like, oh, damn, this is not working well. How come all of a sudden? Or you can be the type, hey, it's not working for years and since I've been here. How come that we cannot crack the nut? I believe today you will find some ways how you can overcome some of the challenges. But I wouldn't go away from you, because being a team member is the building block from the teams. And if you were here for the previous talk with Fernando, we didn't agree of using Slido together, but hopefully you got the gist of using Slido. So take out your mobile devices or computers, either go for Slido.com or scan the QR code. If you went to Slido.com, use the numbers and let me know what are the characteristics of a good team member. Maybe you can describe the person in your team, someone who was really pleasure to work with or someone that you want to become yourself. Let me know what are the characteristics from point of view of being a good team member. You have multiple choices that you can put in there. Just let me know what you think, what is in your mind. Okay, so far we have reliable that wins, communicative, willingness to listen, respectful, good listener, team player, team player once again, cheerful, proactive, proactive approach. I see agile, chill, responsible. We have a few more, awesome. And I see a few more people are typing. I hope you don't mind that I switch to the next. I prepared my own version in case the technology wouldn't work. I was so stressed out. All of these, what you put here and the one that I put there are sort of human skills, right? Or like the soft skills. We sort of assume if a person is on a team, they already had the hard skill to get in for like in the first place. But a good team member is literally a good human. Recently I came across this chart and it simply demonstrates or visualizes what makes a good team member or actually boosts the team. You're in a center trying and building with your coworkers the trust, mutual respect and humility. Being humble and human, it's truly important the same way as the respect and trust. And these words can become fuzzy. But I want to invite you to a little recall session or down the memory path. Think about one conflict.  Do you have one? You could be the active participant in the conflict or just the observer. Something from those three, either it was trust, respect or humility was broken within that conflict. I work at Redhead. Open source culture is embedded in our veins and majority of you work upstream. When your pull request gets really awful review, how do you feel? You feel probably disrespected. The person could have done better job in communication. Maybe you lose the trust towards that person or you don't feel that person was humble enough. In either case, any of those three were disrupted. And it's that simple. It's really becoming human and trying to achieve all of these three to balance and boost the collaboration among team members. You already mentioned that. At least I saw it in word cloud. Proactivity and this is a huge one. I usually talk with leaders and the teams and sometimes it's from time to time it comes up. I feel that the team members just don't care. And I would encourage each of you who are part of the team to be truly proactive because the way how you show up, it matters. It co-creates the team culture. So if you are bothered by something not working with the team, looking to the mirror, the way how you actually behave and the way how we actually act with your team members, what is your role within the team? So don't rely only on the leaders to make everything work for you. The way how you showed up truly matters and you can influence quite a lot. The proactivity is a big one. Another big one. And I was lucky enough that I was with the teams who enjoyed learning and sharing the information through a majority of resources but I believe a good team member finds a joint in learning and never stops. And it really boils down to pure basics like being open to listen to the others or being open to reading a book or the ideas that you never thought before or being open seeking feedback or providing one. This one can get challenging or tiring in a long run but there are multiple ways how you as a team member can boost this up. Imagine you came across great article and you were like, hey, maybe let's share it in the chat. What my teammates think about this new way either working or technology, it can be any but it's a behavior to cultivate and empower others within the team to learn constantly. The teams that I've worked with, they organize monthly sessions, they shared technical work, what they've learned. So they could participate with one another or organize pre-programming sessions, shadowing, lightning talks or even recently there is entire day once a quarter that is dedicated towards learning. It's really crucial to keep the culture of learning within the team because it helps us to be motivated and ultimately proactive. And one last that I have here is focus on what matters. I know it can be considered a blank statement and I'm so guilty of it as well. Recently I came across this sentence admiring problems and I'm so guilty of it and I see in many of us are we keep highlighting the problems, we keep naming them. Sometimes they are not really the problems but the demonstration of a problem but we don't act, we just comment. It's like we sit in a beer somewhere in the pub, hey the politics. Similarly we do in our companies, we keep talking the problems but ultimately we become what we practice so if we keep highlighting or admiring the problems we become dead, we become the problem itself. So remember just focusing too much attention on problems or blame won't get you anywhere and if you notice this behavior in a team, as a team member you can stop it by really simple question. Okay, what you can do with it or what we can do with it. And if the person keeps highlighting the problem and goes on and on and on, we repeat this question. Okay, so what you can do with it or what we can do with it. And if it continues you can engage in a discussion by focusing the attention on something that you can control or influence.  It's pointless, it drains your energy. So really focus on what truly matters. There are definitely goals that you can engage with. There is something that's happening around that matters more than the problem, which you cannot control. Simply participate in what matters. All right, it wouldn't be complete if I mentioned the role of the leadership. The team member is one part, but the leadership complements it. And when I say leadership, I don't mean the people manager only or tech leads only. You can be a leader by leading a project or some future development. You are ultimately the leader. So not just the formal leaders. And I believe each of you where did that leader had from time to time. If you are the leader, I hope you know that. It's like an old brainer. There have to be clear goals. And it's crucial for your fellow teammates to understand them. That's, I hope this is like a bread and butter and no needs to discuss. But when we are talking about these functions, if you don't know, there is a great book called five team dysfunctions that I will guide you through today. If you know the muscle pyramid, usually it evolves from the bottom. So unless you have the stable foundation, you cannot go up. And the most problematic or crucial part within the team that can go wrong is trust and it's absence. So imagine you're forming a new team. They don't know each other. It's really likely they won't trust each other from no get go. Some people, they start with trust as a default unless you disappoint them greatly, then they lose the trust. But for a majority of the folks, you need to gain the trust. They need to feel safe. It's really easy to observe a team without a trust. They are locked up. There is like a huge wall.  They don't want to risk. So hey, I'm a job practitioner. So when I see teams experimenting, that's the joy of me being there observing. They wouldn't experiment because they would fear the failure and they don't have the courage for it. So as a leader, you can become vulnerable yourself and it's those little moments which could influence or build the trust. Also this morning Angie had a talk about building trust and collaboration in hybrid teams. I recommend checking. If you haven't seen it, the recording in YouTube afterwards. It comes down to being human and real. I wonder, anybody know the five team dysfunction of what's the next? What's the next stage related? It's a fear of conflict. So if you fear the conflict and trust me, I was, hopefully I was, one of them, I would show the problems that I've seen around under the carpet hoping they will solve themselves.  And what you do by not addressing the conflict, you are creating artificial harmony which is not good for the team.  And as a leader, you can do it in two ways. You can encourage those two having conflict and sit down or you can be the mediator throughout the conflict. It's a tough one, but as I mentioned earlier, there are plenty of books that you can learn how to navigate through conflict. I won't do it right here, but I'm definitely the one who needed and still needs to learn this skill. And I admire people who can do it just like that. I was like, what you've done? How will you raise the, you can address and conflict and demand debate that easily? But I believe it's a skill that you can learn. I'll ask the very same question. What do you think could be the next stage? Once the team has the trust, they can communicate the conflict with one another. Exactly, lack of commitment. And this one is really interesting and I observe in many teams, one of the indicator how you can notice that this is happening is through not building, like not seeing actually things get done, there is not buying. The indicators are there is a decision that was made, but the team was not involved in the decision-making process. So something like, we are going this direction, we will be working on this project, you do it. Okay, I can do it, but what about at least consulting? Is it feasible for me? I don't have commitment, I don't have buying. I don't have energy towards doing that. And if we name it even experiment, as a team member who is not committed, I would do everything for it to fail. Cause I don't have the commitment. I was not consulted, I was not embarking on the journey doing that. So focus on the clarity, ideally collective decision-making, unless you communicate the change properly in closure. The next stage, what do you think it could be? And this one is fairly common in the teams that I've seen. It's really connected to the commitment, avoidance of accountability. And when I say avoidance of accountability, I mean team accountability. I don't mean individual accountability. And there is a plenty of deal that you can do here as a leader and as a team member. Imagine we have a team goal, let's be the sprint goal. Not everything gets done. Common, really common. As a product owner say, okay, so what else we could do? It's partially was done, I'm happy. Wrong. You're accepting already this state and you create this culture that if we don't deliver everything, I won't make another try to adjust what we take on us for the next sprint. I know there is a behavior already in practice that if we don't deliver, there are no consequences. And ultimately, I accept being mediocre. So in this case, you can provide the feedback to the people or to the team. It can be, hey, feedback can be positive and negative at the same time. When done constructively, can help the team members and the team themselves. And super tough to do. Especially when you are friends among teams, how do you want to provide the feedback if you don't want to hurt your friend and still become a good team member? This is, I have troubles doing that. This is really extremely tough to do. For leaders, if you accept the behavior of lack of accountability within the team, you are creating mediocre team by these means, because you support this behavior by not addressing that. Last one is really interesting. I wonder if anybody could guess exactly. I bet you know the five team dysfunctions already in the book. Later on, I invite everybody to read the book because it's truly, it's just 100 pages. You can get through it in one afternoon. Very well written, it's really eye-opening. This could be demonstrated easily in sales team. So you would put your own personal goals above the team goals or the company goals. Because you would get gain, short-term gain on your salary, let's say. Or you know you are about to be promoted or there is promotion somewhere close and you need to do certain things for your promotion. But there are other goals for the team itself. You would opt in for the activity that gets you the promotion than helping the team. It's putting your own personal success about the team success. And what it happens, like how we demonstrate, you don't focus on the outcomes and you don't care that much about the success of a team. And this can happen also for leaders. So watch out. This is interesting slide. And as an agile practitioner, it resonates with me quite a lot. Because we are usually in teams to introduce the change, ideally help them to get on a better place. Not the worst, a better place. It doesn't always go according to the plans or expectations. I would invite you if you are about to change something, human in a team, just set high goals but low expectations. Because you get demotivated really quickly if constantly your expectations would be diminished or broken. So we are here for the long run. Set low expectations to be motivated. And with that, once again I would invite you for the Slido. And I wonder what is the main thing you remember from this talk? Let me know. It's not a rocket science, it's like human stuff. But I wonder what is the one thing that resonates with you? So you can either scan the QR code or go to the website slido.com, be a better human being. Stop admiring the problems. Nobody's perfect. The five, this leadership accountability. Be a better human being. Team building, denying problems, it's not the solution. Management is also part of the dysfunction. Put the team first. Okay, setting expectations, not goals. I didn't mean not to set goals. The goals have to be there, but set the goals really in smart ways. Specific, measurable, achievable results. The smart goals, but your expectations low. So you can keep being there and be motivated. Because the words that you can do as a leader to lose the motivation and get eaten by the system. Same goals over the personal goals. And with that, I would like to bring another summary.  So be proactive, don't let it only up to the leaders. If conflict arise, it's more likely that the humility trust or respect were broken. But these are the things that can get easily fixed.  There is a charm in learning. And ultimately, if you want to continuously improve the essence or the prerequisites towards that is continuously a learn. So I'm glad that you are at the conference because you are learning here. And the question, okay, so what you can do about it or okay, what we can do about it. It's really amazing. It converts the blame into actions. And as a leader, I invite you to read a book, Five Team Disfunctions. You already know it. Communicate and set clear goals so they can be really understood. And keep being motivated by setting low expectations and high goals. These are the books. The Team Geek, truly amazing for team members. That's the first infographic I got from. The Five Team Disfunctions. I believe it's also accessible online. And if you want to be a better human being and practice your communication skills, not only crucial conversation, but also nonviolent communication is great for that. And I believe we are here for the question. So if you have any, I invite you to ask me anything, hopefully I will have the answers. If not, I believe the audience can help. And I want to mention one more thing. With the Five Team Disfunctions, there is also assessment at the end where you can assess your team and see where are you in the pyrum. Where are you and your team? And direct tips what to do. I should get paid, but it's really good book. So how can you effectively give this message to them? Because I'm on you, I can't give them your presentation. This presentation should be recorded so you can send the presentation to them. But what I've seen, and it's not something that I came up with, but I was a witness to. If the managers work together or their teams work together, it's good to create the team among managers as well. Like the folks that you lead create a management team. And it's hard to set that, like it's easier set than done. Because we expect from team members actually who do the work and who are on the line to be part of the team. But we don't expect the same from the managers. I see Peter over there. If you would like to chime in. It's really, I was a witness to it and it's a journey as anything, but I would demand the same from the managers. And if they read the book, they highlight this very problem as well. So don't expect only the engineering teams or any other teams to be teams, but also one layer above. But when I say teams with everything that entails the good and bad, the help, the collaboration, everything. For example, what is low expectation for the team? Certainly. Where to start? Oh, okay. So the question was about example of setting low expectations by high goals. And it can have truly many forms. Let's say the problem within the team is that they don't share information among each other. They're siloed, hybrid teams, we are siloed at home. And you would think maybe in a quarter it can get miraculously solved by introducing these activities and these learning opportunities. But the quarter runs out and nothing dramatically changed. Your goals were simple and said hi. You want them to communicate and collaborate more, ideally through cross learning. But it didn't deliver the results that you hoped for. Or you want the team to become more sustainable. Let's put it this way. They go for vocation, summer is coming. Not that same amount of work will get done throughout the summer. You want them to manage their capacity slightly better. So the ones that stay at work won't get burned out. You have the goal in mind. It's quite ambitious, it's quite high, but realistic. Set your expectations low. Okay, so if you have numbers you can measure it.  Like set them low, because otherwise you wouldn't be tempted to try that once again in another iteration because you would feel the motivated and whatever you do won't work. But you have to keep trying and in order to keep trying you need to feel motivated. And trust me, I was one of the person who was in despair. I was like, whatever we do, nothing works. But it came from me having high expectations or assumptions. How would you do the line between if bringing up the golden goal is something you need to do and get you into the line by providing the golden. That's a really good question. I was a witness when the team, for example, complies about with first structure. It's not something that they directly fix. So they don't control it, but they have a feeling they can influence it. So they keep bringing this problem up so management would see the problem is still there. And in that sense, it makes sense for them. But the more you point finger at the problem and you keep influencing it, nothing is happening, you're becoming the problem itself. So at some point, you simply need to take a step back and let it go. It's hard, it's super hard. But the realization that you cannot do anything about it, you try different things and it's totally out of your reach. You are eating yourself alive. It's hard, but it's the recommended approach. I forgot to repeat the questions for the recordings. And I was reminded through all times. So now the question is about selfish team member. One, you can provide feedback in a constructive manner and if there is no reflection mirror working for that team member, it's up to the leader to communicate what is truly important within the team and what behaviors we want to grow and keep a maintain within the team. If the leader doesn't do so, we keep the poisonous people in. But it's up on them. If there is no self reflection, even after multiple trials of constructive feedback and the leadership either through communication or through actions cannot solve this, we are keeping the poisonous people in the team and it directly impacts the behavior of the team. And ultimately, remember, teams are what we practice. So if we practice this, we become this. And I don't want to blame it on leaders. Sometimes they have tight hands and they cannot do such actions, but it's about the poisonous people and the culture you want to build within the team. Any other question? You trust and you as well, and it's public. Sure, it's my first public presentation. I was so scared. And especially with the follow room, but I'm glad I've done it. And hopefully, I truly hope you get at least a little bit out from this presentation. If not, recommendations for really great books. Thank you.


BC Libraries includes a total of seven libraries. O'Neill is the main library for arts and sciences, and there are six special libraries. We have robust collections, you're welcome to browse and borrow, but our most important feature is our staff, including specialist librarians for every subject of study. We're here to help. Ask us anything. At O'Neill's circulation desk, you can check out books, technology, and miscellaneous items such as umbrellas and bicycles. Though the physical reference desk is temporarily closed and will reopen, we are here for you virtually. Use our chat or email reference services to connect with library experts. Also available virtually are research guides created by subject librarians. They're a great place to start exploring resources. When you need more help, contact information and chat are just a click away. On the main entrance floor, O'Neill Level 3 is a variety of study spaces. 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It has a collection especially rich in Catholic theology and history. A hallmark example of mid-1960s architecture, the TML features a beautiful atrium where exhibits, receptions, formal dinners, prayer services, and performances are routinely hosted, and a wide variety of very quiet study areas. Bapst Library, an English collegiate Gothic building, houses collections and art, architecture, museum studies, and photography. The stained glass windows in Gargan Hall illustrate major courses of study in Jesuit colleges and universities. There are approximately 400 quiet study spaces in a combination of individual carols and tables. Located in the basement of McGuinn Hall, the Social Work Library provides collections and research assistance on subjects including social work and other mental health fields. You can also find printers, a scanner, and checkout laptops. Find them at library.bc.edu slash social work. The Educational Resource Center, the ERC, is an academic curriculum library housing diverse instructional and curricular materials like textbooks, manipulatives, children's literature, and educational technology. Thanks for joining us on this tour. If you remember one thing, it's this. The most important feature is our staff. We're here to help. Ask us anything. We look forward to meeting and working with you. Oh, and by the way, the John Jay Burns Special Collections Library made an introductory video of their own. Be sure to watch that one too. Links for everything mentioned in this video are in the video summary.