To understand the regional anatomy of the colon, first the fascial arrangement will be demonstrated. The abdominal digestive tube is extremely long. During development, this tube rotates in a complicated manner. Later, fusion fasciae are formed between the adjacent cirrus membranes. Surgically, these fusion fasciae provide a cleavage plane allowing mobilization of the colon. Lifting the navel, the peritoneum is transversely cut, and then longitudinally cut along the falciform legament, revealing the left and right lobes of the liver. By reflecting the greater momentum and transverse colon, we see the small intestine. And reflecting the small intestine, we note the root of the mesentery. Now we will view the root of the mesentery from the left. With the forceps holding the duodenal jejunal flexure, looking beneath, we see the upper part of the root of the mesentery, as well as the sickle-shaped peritoneal folds and various retroperitoneal fasciae. Close to the left margin of the fold, the inferior mesentery vein ascends and reaches the retro-pancreatic area. Tracing along the root of the mesentery, we reach the cecum. Again, from the right, we note that the greater momentum and transverse colon fuse from the right colic flexure to the left colic flexure. In this diagram of early development, the gray shaded area is the peritoneum. As the greater momentum develops, it is completely independent of the transverse mesocolon. Later, however, these two become joined by fusion fasciae, as seen here in blinking red. Here, the posterior layer of the greater momentum is separated from the transverse colon. This separation is easier during an actual operation. By separating along the cleavage plane provided by the fusion fasciae, we note that the transverse mesocolon is completely separated from the greater momentum. The border of the cirrus membrane and fusion fasciae runs along the lower margin of the pancreas. To facilitate the separation of the fusion fasciae of the colon, we cut and remove the main mass of the liver. The arrangement of the fusion fasciae of the colon is very complicated. Although the lower parts of the ascending colon and descending colon fusion fasciae are rather simple, the higher parts are more complex due to the presence of the duodenum and pancreas. On the right, note the pre-pancreatic fasciae at the lower half of the pancreas head. The separation of these fusion fasciae is demonstrated in the next dissection. Behind the cecum, we cut the transition of the cecum peritoneum and the parietal peritoneum to enter the fusion fascial sheath and to reach behind the appendix as well. And similarly, in the ascending colon, we separate the fusion fasciae. The root of the mesentery is cut. Now, behind the upper part of the ascending mesocolon, we can see the descending part of the duodenum. In front of and behind the duodenum, you can see yellow areolar tissues. These are the pre- and retro-pancreatic fasciae. First, we strip the pre-pancreatic fasciae and the whole root of the mesentery is removed. Now, we have completely removed the fasciae of the right hemicolon. The small intestine and right hemicolon are free and movable with the base axis of the superior mesentery artery surrounded by the duodenal loop. Now, we will observe the retro-pancreatic fasciae at the lower end of the duodenum. We enter behind the duodenal pancreas to strip the right retro-pancreatic fasciae. We have reached the duodenal jejunal flexure. By returning the transverse mesocolon, we clearly note the position of the pancreas. Reflecting this again, a peritoneal fold is seen at the duodenal jejunal flexure. Interestingly, this fold contains the inferior mesentery vein. Similarly, behind the descending colon, we separate fusion fasciae and then pull it to the right. Here, the inferior mesentery vein and the testicular vessels appear to be parallel, yet they are in different planes, previously separated by the fusion fasciae. Here, we enter behind the inferior mesentery vein. Note the communication of the right and left fusion fasciae layers, just in front of the aorta at the level between the origins of the superior and inferior mesentery arteries. Now, we will dissect the renal fasciae. After reflecting the covering peritoneum, we can see the anterior layer of the renal fasciae. The posterior surface of the kidney is also covered by renal fasciae, which can be separated from the fasciae soicae. Although the suprarino gland and kidney appear as one unit covered by renal fasciae, there is areolar tissue between them. Now, in the left side, we will examine the relationship between the renal fasciae and the fasciae covering of the ureter and testicular vessels. The lower renal fasciae includes the ureter. And from the front, we note that the proximal portion of the testicular vessels is also included within the renal fasciae. After crossing the ureter, the testicular vessels continue within the fasciae and then pass through the inguinal canal to finally reach the testis. Finally, we examine three membranous fascial groups. The stomach ciliac group, the intestine mesentery group, and the kidney renal vessel group. Looking separately at their axial point, we find the ciliac trunk to be the axis of the stomach group. The superior mesentery artery is the axis of the intestine group, and the renal artery is the axis for the kidney. The origins of these three arteries are in close proximity at the level of the first lumbar vertebrae. Therefore, in the clinical anatomy of the abdomen, the level of L1 is critical. By careful dissection of the colon, we can examine the lymphatic chains and their convergence towards the superior mesentery artery. Here, with the greater momentum and transverse colon lifted cranially, we see the small intestine. With the mesentery stripped away, we dissect the fatty and areolar tissues sandwiched between the two layers of mesentery. Similarly, we dissect various mesocolons. Lymphatics tend to run along arteries and then converge at nodes located at major arterial branching points. Here is an example. Looking at the ileocolic artery, numerous thin lymphatics are seen alongside the arteries, which originate from the ileocolic artery. Here, lymphatics converge at a lymph node and then lymph vessels ascend along the ileocolic artery to reach the area of the superior mesentery artery. Generally speaking, lymphatics run along arteries. Let us look at the arterial arrangement. This shows the superior mesentery artery and its supply area. And here is the inferior mesentery artery and its supply area. Note the numerous arteries which anestomost to form an artery parallel to the colon. This is called the marginal artery. Near the colon, thin lymphatics first converge at the epi or pericolic nodes, which lie along the marginal artery. These then form a chain, including the intermediate nodes and reaching the principal nodes. Finally, the lymphatics converge at the peri aortic nodes. Here, with the small intestine reflected inferiorly and to the left, we can see the right hemicolon. By reflecting the transverse colon below the pancreas body, we see the superior mesentery artery and vein close to their origin. Looking now at the small intestine, note the numerous vasorecta from the marginal artery. Small nodes lie near the vasorecta. Lymphatics from these nodes first converge near the marginal artery and then run proximal word. Here is the marginal artery of the colon. The vasorecta are more sparse than in the small intestine. Here, the ileocolic artery divides into several branches. The ileal branch, the colic branch, anterior and posterior sequel branches, and the ependicular artery. Interestingly, this divergence point for the ileocolic artery is actually the convergence point for the numerous lymphatics from the ileocecal region. These lymphatics then ascend along the ileocolic artery to reach the superior mesentery artery. Additionally, lymphatics ascend along the right colic artery to reach the superior mesentery artery. Several lymph nodes can be seen. There are three arteries to the transverse colon which can be seen. One runs to the right colic flexure, one to the middle portion of the transverse colon, and one to the left colic flexure. Along the marginal artery and vasorecta, small nodes can be seen. Lymphatics along the right and middle arterial branches reach the superior mesentery artery on the right side. And along the left arterial branch, lymphatics reach the superior mesentery artery on the left side. These lymphatics then communicate with the superior mesentery lymphatics. Looking now at the descending colon and sigmoin colon, we first examine the arterial arrangement. This time, the arteries are from the inferior mesentery artery. We see the obliquely ascending left colic artery, several sigmoid arteries, and also the superior rectal artery. This is the junction point where the marginal artery from superior mesentery artery communicates with that from the inferior mesentery artery. Now tracing the inferior mesentery vein, we know that it does not continue together with the corresponding artery. Rather, the inferior mesentery vein ascends to drain into the splenic vein behind the pancreas. If we trace the marginal artery along the descending colon, we see a few lymph nodes. But close to the origin of the inferior mesentery artery, numerous lymphatics converge, as we saw earlier with the superior mesentery artery. It is important to note that almost all of these lymphatics converge to the inferior mesentery artery and very few accompany the inferior mesentery vein. Now we will look at the relationship of the colon lymphatics to the upper abdominal lymphatics. With the liver and duodenal pancreas reflected to the left, we see the origin of the superior mesentery artery and ciliac trunk surrounded by autonomic nerves as well as lymphatics. Lymphatics along the portal vein reach the aortic cable nodes and just above the left renal vein. If we look near the posterior surface of the pancreas head, we note the well-developed autonomic nerve plexus. Lymphatics run along the superior mesentery artery but outside the nerve plexus to reach the aortic cable nodes just above and below the left renal vein. Now let us look at the anterior surface of the pancreas. At the lower border of the reflected stomach, the right gastroepiploic vessels are seen. The artery comes from the ciliac trunk but the vein descends in front of the pancreas head to drain into the superior mesentery vein. Near the draining point of the right gastroepiploic vein, also the right and middle colic veins drain into the superior mesentery vein. Tracing the right gastroepiploic vessels, we find that the lymphatics run along the gastroepiploic vein rather than the artery. Lymphatics along the superior mesentery vessels have been demonstrated. The autonomic nerve distribution of the colon and the composition of the related plexus will be shown. Here, with the small intestine pulled to the left and after removal of the lymphatics, the small autonomic nerve fibers along the superior mesentery artery and its branches can be dissected. The supplying nerves of the ileocecal region run along the ileocolic artery. Nerves along the right colic artery supply the ascending colon and communicate with those along the ileocolic artery. Three arteries to the transverse colon can be observed. One runs to the right colic flexure, one to the middle portion of the transverse colon, and one to the left colic flexure. Branches from these arteries join to form arterial arcades. If we trace the nerves which run along these arcades, we reach the superior mesentery plexus. With the small intestine shifted to the right, along the aorta, we see the descending branches of the superior mesentery plexus. These nerves join the inferior mesentery plexus. Interestingly, however, these nerves do not continue to the pelvic cavity. From the inferior mesentery plexus, nerve fibers are traced along the ascending branch of the left colic artery to the left colic flexure and also along the lower branch of the left colic artery. We see nerves along the sigmoid arteries as well. Along the superior rectal artery, nerve fibers from the superior rectal plexus are also seen. Let us examine the composition of the ciliac plexus. Nerves from the thoraxic sympathetic trunk pierce the diaphragm and join the ciliac plexus close to the suprarino gland. Parasympathetic fibers run from the posterior vagus. With the digestive organs removed and the inferior vena cava reflected, we look closely at the origin of the ciliac trunk and SMA as well as the complex ciliac plexus between the suprarino glands. Note, each ciliac ganglion lies between the ciliac trunk and the suprarino gland. The communication between the two ganglia is seen. Now we will trace the parasympathetic component, the posterior vagus, between the ciliac plexus and thorax. Note, the anterior vagus distributes to the stomach, while the posterior vagus distributes to both the stomach and the ciliac plexus. Let us now examine the sympathetic components of the ciliac plexus. Looking at the thoraxic sympathetic trunk, we clearly see the greater, lesser, and lowest splanchnic nerves. These nerves could be dissected out because the right cruise of the diaphragm was cut. Looking at the sympathetic composition of the left side with the left suprarino gland and diaphragm reflected, we see behind the ciliac ganglion. Here we trace the direct route of the greater splanchnic nerve between the ciliac ganglion and the thoraxic sympathetic trunk. Let us look at the renal plexus. With the right renal vein cut, we see two renal arteries. One is typical, and one is a supranumerary renal artery, here on the right. The nerves to the kidney are dissected, and tracing these nerves proximally, we reach the ciliac and aortic plexuses. Communication with the suprarino plexus is also observed. We can see the close relationship between the suprarino gland and the sympathetic nerves. If we cut numerous suprarino arteries, we can shift the suprarino gland, leaving only the nerves. The greater splanchnic nerve gives off branches to the gland. The right suprarino gland is cut to obtain a broader view. Now we will remove the diaphragm to view the direct connection of the posterior vagus with the ciliac plexus. The left renal vein is cut and opened to view the abdominal aorta and the complex connections of the ciliac and inferior mesentery plexuses. A thick complex circular plexus surrounds the origin of the superior mesentery artery. Descending fibers of the ciliac plexus enter the inferior mesentery plexus. The lumbar splanchnic nerves send fibers to both the inferior mesentery plexus and the superior hypogastric plexus. Most sympathetic nerves within the plexus originate from the lumbar sympathetic trunk via lumbar splanchnic nerves. These nerves unite near the bifurcation of the aorta to form the superior hypogastric plexus. This plexus divides to send the hypogastric nerve which enters the pelvic plexus. Looking at the critical aortic bifurcation area and here with the psoas muscle removed, the sympathetic trunk is dissected. Communicating branches with the lumbar plexus are seen. We trace the upper lumbar splanchnic nerve to the inferior mesentery plexus. The lower lumbar splanchnic nerve joins the formation of the superior hypogastric plexus. Now in the same specimen, we examine these sympathetic nerves from the left. The communication of the superior hypogastric plexus and the left sympathetic trunk can be detected. Now let us trace the parasympathetic supply of the left hemicolon via the pelvic splanchnic nerves, the pelvic plexus, hypogastric nerve and also the superior hypogastric plexus. Looking at the descending colon and sigmoic colon, we note sympathetic fibers from the ciliac plexus run along the inferior mesentery artery. Let us examine the parasympathetic supply from the pelvic plexus. Here, the pelvic splanchnic nerves which originate from the sacro plexus are seen to join the pelvic plexus. From this plexus, the component runs via the hypogastric nerve and then crosses the inferior mesentery artery to reach the descending and sigmoid colons. The autonomic nerves to various colons have been demonstrated.


Yes, is this working? It sounds very strange to me. It's kind of like an echo in your head Okay, there's still some seats in the front row of Further in the front if you want just because you're sitting in the front does not mean you cannot leave in the middle of the talk You can still leave. I'm not going to hold it against you Lots of seats if anyone wants to sit in front If you sit in the front, you'll get the IMAX experience much closer Okay, thank you guys very much for coming today. I'm going to talk about a It's basically an experience report for a multinational bank that I worked in in Singapore I'm not allowed to name the bank Because I've not once were legal Can we edit that out? Maybe from the video later? this happened between 2013 and I would say 2015 second half of around June is when I quit So I know what happened since and it's not gonna get any better But while we while we did this it was awesome and we did a really really good job. I think Okay, very quickly about me Um, oh, you guys will also notice that I use a lot of Legos in my slides in general Something I would like to promote as well It's called Lego serious play where you use Lego at work for a very very serious purpose For example, you can come up with a business strategy using Lego and it works very very well And I just like Lego. It's fun So my name is Michael chick Originally I'm from Europe I Lived and worked in London and in Singapore and this experience report is from Singapore and I now live in Hong Kong. I Work a lot with financial organizations They pay me quite a lot of money to work with them My passion however is to work with startups. So I also work with a lot of startups I do something called lean startup with them But they don't pay very well Most of them actually do not pay at all, but it is so much fun I Work for companies like JP Morgan in Singapore FH Pacific in Hong Kong Hidality International In Hong Kong as well and some other companies that you may know Okay, um quick show of hands You don't even know the question Fine, but there's three questions. I okay who here works at a startup Okay, no one you work at a start up Define a little bit of a starter Well, that means why do you still only work a little bit at a start up if you be acting product owner at the start Not with that the same start up. Yes Same as me brilliant. Yes Who here works at the multinational Corporation Okay, that's basically everyone Who can work in financial services? Wait, no one here One person here, but all the hands over there Okay, if you work for finance in financial services, and if you work in for multinational corporations You'll probably see certain patterns that in general they're very very slow when it comes to change So Something really really remarkable happened at Jake Morgan in 2013 We are Jake Morgan decided to go on a radical change. They decided to implement something called large-scale scrum There are some other talks about large-scale scrum at this conference. I will not actually Tell you guys much about large-scale scrum. I'll just mention that we have implemented it There's some concepts that I will tell you about If you want an introduction to the framework, I think some other talk at this conference might be better So we went on this remarkable journey where suddenly in a 3,000 people part of the organization worldwide across I think five different locations or even actually doing more We decided to completely change the organizational structure If you know anything about less less requires you to change the organizational structure It requires you to implement something called feature teams and if you can Less would also require you to flatten the organizational structure So we went out we did all that We we went from I think four level of hierarchies on the ground to just one All over the power keys to one hierarchy That was really really flat There was an advantage as they come on as in taking long and have not have functional job titles They come on tends to have Hierarchical based on the level that you are They made it very much easier for example to not have senior developers because there were no senior developers in the first place Thank you. I did not say that Actually said Okay, thank you very much Him over here is one of the coaches that we work with as well He was based in the US and his goal is to transform the whole organization was my role was more focused on Singapore and a little bit India But in India again, we have different coaches Okay, and the thing that I'm really really proud of is we did scrum right not just large-scale scrum I think with its grammar did everything work out very well actually, you know, we still have problems and I'll tell you guys about those problems In this in this presentation But it was brilliant. It was awesome. I woke up in the morning thinking yay another day at work and You don't have this feeling alone Especially if you work for my big multinational corporation So most of you guys work at a big multinational corporation who he awakes up in the morning thinking Yay another day at work. I can't wait to go to work If you do, please raise your hand Yes, so no you see my desire So you actually wake up in the morning, sir thinking. Yeah, can't wait to get to work great But as you can see It doesn't happen very easy. We have them and I'm super proud of that Okay, this is as much time as I will spend on less Possible so less This is basically less you have up to eight teams That's scale. It's in essence. It's scrum with one addition at the end Which is called the overall record bet That's it. If you want to scale beyond eight teams, there is something called less huge Which adds a little a couple of additional rules to this framework, but in essence That's about it. That's the skating framework. It relies very heavily on scrum. Actually, one of the principles is less is scrum less huge It looks more complicated because it's somehow they had to make it look complicated To emphasize this is for skating. Okay. We did scrum really really well. We presented At adult Singapore That's actually what we first presented This is the quote that I have for my one of our managers We also did something to the manager. So one of the things that you oftentimes see In the literature is if you go to scrum, what happens to managers? What do they do? Do they have a role? Do we aspire them? Do we merge them back into the teams as developers? We turn them into well either developers or we call line coaches So we did really well, we were proud of it. We presented at conferences. We presented at Singapore twice We there were there were info QR people that we wrote and at least within Singapore, I think we were the most agile bank out there and Not just the most agile bank the bank that was willing to take risks by doing some upfront reorganization Of some actually a lot for bank. This was really revolutionary This you can't really see this very well. This is a slide that Kim born he sits over there normally is not present when I give this talk wanted to give at The scrum gathering in New Orleans in 2014 again We do scrum we do scrum really well, and we are proud of it Some of us used to joke that yeah, we are best in class and every time we went to every time we went to Community meetups and when we told people hey, I work for JT mall the response is always wow. How did you guys do this? And you give us some tips that was until suddenly we had a crackdown So now at JT mall, we don't have any large-scale scrum I can't see the last day from the patient.  Now that I knew about he knows about it as far as I know this was the largest though and huge crackdown that Didn't come all of a sudden, but it gradually crept in There were first signs that we saw it that we saw in December 2014. That's when Suddenly there was a little bit more pressure put on us with deadlines before we were able to mostly set our own deadlines Like you're supposed to in scrum unless it was a regulatory deadline then it was broken post on us and we had to work with them December deadline started to creep in again There was a bigger emphasis again on the annual review cycle and bureaucracy was added there were more signs in January in February 2015 and also that's when people started to quit because No one likes change and if you're an adult coach, you don't like change took going back towards waterfall at all So probably I don't purchase this like change No, I Can say that for me because I quit as well. I put a little bit later, but I put it here. Okay Right now we have the four layers of hierarchies reinstalled In our teams basically everything that we did before has been undone. Oh, sorry. No, we now have five level of hierarchies We are more hierarchical than we were before Yes, one additional layer Um Yes, something more like a fast Okay, oh, yes, so after we again those four layers prepped in five layers prepped in gradually after we had those four layers We had a manager that didn't have enough time to take care of all the people underneath me So he created an additional layer Which is what normally happens And also very important we are now stressing once again 100% resource utilization Which we did not do before Not that it ever works out, but it kills the system and it I think it's better say it's killing That That We let it up well It was for the teams to decide and we all went for I think did as a general guideline. We went for about 70% of your time In the in the spring planning account for roughly 70% of your time the rest is from unforeseen stuff It never worked out either didn't even work out in in strong So Yes Yep, did I answer your question? Yeah, great Also now they're ending up doing a lot of rework so a lot of people because they're doing busy work You end up reviewing exactly same thing again It really doesn't get any better any worse I think And lots of people have quick things So Okay, so the way I structured it so this is as much as I will talk about The company as such and it's culture The way I structure my target. It's about lessons that I have learned while working there. I Wouldn't even say lessons that In general a lot of people everyone has learned at that company because I don't think they've learned any lessons Okay Okay, so I'm I want to start with stuff that we tried and that worked really well And even now the companies I work for at the moment I tried to replicate some of these things where I think it makes sense If you do less there's a requirement that you have to have co-located teams It doesn't mean you cannot actually Use teams in a different geographical area just means that if you have a team everyone in the team has to sit in the same place So you can have one team in India and one team I don't know in Moscow You can have one team in New York That's fine. Just don't have one team where two people are in New York and two people are in Moscow That would really really well for us Co-located teams we worked across five different time zones. I think we made that work as well as we could I don't think you can actually make it work. Well, at least I've never ever encountered anyone to make it work. Well And The most The biggest positive effect that we got out of that was high bandwidth Within the team everyone was able to communicate with each other at any given time We also created what's up chat groups Most I would probably say 80% of what people wrote on what that was banter and not really useful But sometimes it actually helped a lot What we did encounter however was a Us versus them and tell it to them slowly arose so Basically, if you're part of a team, it is thing use yourself by Seeing who's inside and who's outside and we started getting competition unhealthy competition Before we were able to actually tackle that we will shut down So the only thing I can say is be careful If you see the pattern do something against it or do something to prevent it Okay, another thing that we did that was really what really really well feature teams If you've been here this morning with the keynote where Yes, well, he said don't be feature team it doesn't end up Most in most cases Sometimes it really doesn't end up. I've seen a lot of cases where it doesn't in most of our cases. It did work Did we end up with that code? Yes, we did and I would people who wrote back home and then thought oh someone else is gonna clean it up But those people were always kind of named and changed So that they many of them stopped doing it unless it was a complete team Unless the whole team actually wrote back home that we weren't able to stop everyone named and change them But that didn't work It drastically reduced time to production Initially before we did the agile implementation. We had a release once every six months and After that we went to two releases a week It was actually a little bit too fast for most of the business and they asked us to Do only one reason And at the time where we were shut down It was moved to I think one release every two weeks Now as far as I know, it's quarterly Again, we're moving towards the wrong direction But it was really really well while we did it By the way, does anyone here not know what a feature team is? If you don't know what a feature team is raise your hand very very important Because it's one of the big learnings that I have Feature teams can work if you put the right constraints on the teams Product owners, we spend a lot of time coaching product owners and how to actually write. I Hate the word requirements. So Our product owners on this didn't actually write user stories. So I can't say user stories I guess they were So we spent a lot of time training the product owners don't write down problems that they wanted us to solve Again, phenomenal effect on the teams. They only receive problems and most developers like solving problems It helped it helped the motivation and morale Yeah, but that's also where the brain becomes we spend I For at least two or three months. I probably spend about 70% of my time with the program Just the coach and other coaches have to do the same It took a long time, but I would say the investment. It was a good investment if you can do that People coaches When you go through your transition people won't really they will be very Intimidated afraid. They won't really know what to do. Some of those people will quit The people who stayed you still need to guide them and coach them into It's one thing that you might be able to do if you're an adult coach and you hire someone, but that's not scalable and I think it's always a bad idea to hire Anyway, I say that even though I am an adult coach and that's how I actually earn my money But in its essence as our coaching is not scalable So one of the things that we start to do Was actually get getting Training people up as coaches not as an approach That would really well We also have scrum masters focus on becoming coaches. Actually, that was our first point of contact So we put a big emphasis on telling or making sure that the scrum masters understood that it was a people Not a process right now with this slide. I'm trying to say everyone needs coaching so as a coach How many people can you coach? In order for it to be scalable, you need a lot of coaches Maybe but there's also the other side that most adult coaches aren't actually coaches So hiring adult coaches won't solve the problem. You need coaches Did I answer your question? Okay, I'll take that fine Okay, overall high morale Really repositive impact Initially, we had very very high quality as well. I was initially later is the two Little bit and teams have they did it didn't feel very daunting despite the large scale that we have Okay, next point things that we tried That did not work so well No, it didn't work so well for us You guys can try it I've met a lot of other people who tried this as well and it actually did work for them So one thing is self-designing teams It didn't work very well for us. Everyone loved the exercise though and The teams that were formed when we did the self-designing team exercise The team members themselves were actually very happy but Where did not work work? Hello? Is it still working? Hello, okay, I can just speak louder What did not work was all the teams that we that we got We had a low rate of diversity People ended up Sticking with people that they already knew if you if you're allowed to form your own teams You probably don't want to end up in a team with people you You don't know at all It's one of the things where we did not actually put a constraint on that so we ended up with one team was 70% of Team members were female basically all the female developers that we had went into the team Which on the other hand none of the other teams had female members so diversity was very low and Sometimes it also reflected in the skill set so we ended up with team members where We had a lot of xp a xp ace turn developers we had a team where we had a lot of ex testers and You probably don't want that to happen. Yes Yeah, so the question is if we put any constraints on that. No, we did not which is why we ended up with that There's only so many times you can do this exercise so we We did it again once But that's it so in total we did it twice and we learned something every time so That's the learning is at the bottom If you do this make sure you have the right constraints You can never think of everything but maybe read a couple of blog posts read about people who've gone through this exercise and read about them in states I'm sure this can work really really well. Just didn't work well for us Did answer your question Self-organizing teams, this is more controversial way more Didn't work very well for us why? We had a lot of people Who played the system? So what we gave everything the freedom to be self-organized? It normally comes with a caveat that you have to follow the rest of strong and one of the very very important principles of strong is Conferences It only works if they follow the whole package. So our teams didn't follow transparency They hit a lot of their work and suddenly after five months There was a new system in place that they wrote and no one actually knew they had written it They were very proud of it. It ended up actually being a very useful system But imagine it had ended up being a not useful system. So by luck it actually ended well I see a lot Well, we discussed this for very very long time internally and one of the things that we think We should have done was rather go from absolute control that you normally have in in multinational corporations To freedom and instead actually ease the controls and slowly guide them into self-organization That's certainly a mistake. I will not make again because Yeah, sometimes we had really really horrible team Next one we turned our senior managers into line coaches So for Singapore, we had a location coach in Singapore. We had one location coach for India, I think we had one location coach And The role of the person was to enable the rest of the organization To adopt less to the ground without agility and to adopt the mindset. So we From what I think hope because that proceeded I joined in there from what I think of it was deliberately called coach Because the role of the person would have been to coach people as far as I know, this did not work in any of the locations Well, we implemented it. You know what? I'm not the only one who thinks For Singapore specifically we ended up having a Location coach who basically didn't do much and He didn't do any coaching and The rationale behind not doing any coaching was the teams are now self-organized I'm not actually entirely sure what the coach did most of the time But he looked busy That's all I can say what what we what I learned out of this is that if You come up with with new positions that you create specifically for senior management or for anyone that You're probably better off letting go In the first place be clear about goals and responsibilities But the role or responsibility of that location coach was never really really clear. It was always fluffy vague and a good idea. Yes What you do is that really doesn't kind of another thing that we did Completely failed for us We actually hoped that the people would not Game the system almost every team ended up ended up getting the system What does that mean? We don't know why we think it's a mix between competition between games. That's our competition between teams One big reason that we're assuming is just in the bonus system. We don't think it's only the bonus system Obviously sorry No, it wasn't the appraisal system as far as I know So we had an agreement with HR that no one actually gets a bad bad rating in the appraisal system So at least on that level everyone should have felt safe Yes feature teams. Sorry. What is your question again? It's the slack between. Oh When you implement feature teams all the things have to be long-lived as in we don't swap people in and out In in general, there was an agile a tendency in agile that you have longer loop You don't always swap now, but you tend not to have his project team It's a bad idea When I say project team, I mean teams that form according to a project as soon as the product is delivered You dissolve the team and then you start the next project. You create a new team You don't do not tend to have that in agile Sorry, I'm not sure I understand your question. Okay one feature team develops You mean you mean after it's in production. Do they have to support it? Yes They do No Support work is just like any other kind of incoming work, but they do have to support it. Otherwise Again, which probably ties into this slide if teams don't know if teams know they don't have to support it They will optimize for that So there are certain trade-offs that you can make short-term You everything is great, but in the long term, you know something will happen If you have to support it, you probably will not make that trade-off if you do not have to support it Then yeah, you make everything look good for now Okay, I'm not sure if I understood your question correctly. So but I'm still gonna ask you didn't answer your question Did I answer that specific question? No, it won't change Not just in feature team in agile in general it does not tend to change. Okay I lost my time of thought In the system probably so bonus system for the future in time. We were not able to get rid of that It was not appraisals, but normally appraisals would be in there as best So there was one part of the appraisal system that we were not able to get rid of which was you need a certain duration of very positive outcome of very positive appraisals in order to be considered for promotion That was still there and people were trying to actually get there specifically We tried different approaches for that is also with the bonus system Like people nominating other people who they think were actually performing really really well We tried different systems and none of them work with every system. We tried they just optimized for the system So at one state, it was basically a popularity contest But people just would regularly give out sweets and do other stuff to make themselves popular To get more votes. That was one of the systems we tried We were not able to crack it. I don't think anyone so far has been able to crack it unless well if you have a bone system Team selecting their own squad masters nothing have we tried There are some organizations that I've met or that I talked to where this worked really well. I Don't think it worked well for us. So we we had a lot of teams where You had xba's that turned into developers or programmers and They weren't very comfortable with the new role So when we came up with hey, you guys can decide yourself who is going to be a squad master And if you're interested in becoming a squad master just volunteer So we had a lot of people who just didn't want to be developed and They volunteered and also we had a lot of people who thought oh being a strong master You don't actually have to do my audience sit around them during meetings.  Let's promote him to become a scrum master Because he's dragging us down The downside work in additional downside was even after they become scrum masters the team wouldn't treat them differently They would still treat the scrum master. They were very very normal team and So sometimes when it's when a squad master, which is something that actually is actually good We'll just say I know what do you know? It used to be a very very bad developer. So why are you asking us to do this? Yes Well, if you volunteer, you still have to be voted in So if you volunteer, but no one yes by the team if you volunteer But no one actually wants you as a squad master. You're still not going to become a squad master I've seen places where this works really well Just didn't work very well for us We're not entirely sure we think again if it goes back to From total control to complete freedom Yes, actually most team members were already certified Yes, when we started the transformation No, it wasn't We started with transformation. We gave basically everyone on the floor We sent them to certified scrum master As a scrum master you have a very different role That means you get treated differently It comes with the role No, not a leader, not a boss But what is it? What's the role of a scrum master? Making sure that the team Understand not just the team or organization follows and understands scrumps so How do you do that? You have to sometimes make suggestions or do other things or tell people Hey, actually, this is the stand-up. It's it's not here to just do this and that And every time a scrum master would do that the team would say Who are you? You're just a bad developer But I wouldn't accept those suggestions Yes No, we did this in the beginning This was in the beginning No, only full-time scrum master We did not allow half-time scrum master and I honestly don't think it's a good idea. In general, it's not a good idea Sometimes it's the only thing you can do but in general avoid that Well, what? full-time scrum master Yes, they didn't have a variance in size, but only the small scrum that you see So our guideline was I think our guideline was seven plus minus three and only guideline When we did the self-designing teams exercise, I don't remember if it was seven plus minus two or six plus minus three But similar size Yes, oh, okay So the question is if a scrum master is not available for whatever reason is anyone taking Taking over or covering the goal. Yes The other scrum masters if you have full time if you have a team of full-time scrum masters, then another scrum master can cover you Did that answer your question? No, it sounds like a bad idea. In general It depends it depends very much what you see the role of a scrum master is if the scrum master facilitates all your meetings and Then it might be a little bit harder to scale But if the scrum after if you treat a scrum master's role actually more like an ailing self-organization for the team Where the goal of a scrum master you might say is to make himself jobless unemployed Then it's very very scalable because a lot of the stuff that In outside organizations a scrum master does and actually been on by the team So our goal was Initially, we had one scrum master critique Later on we scaled it up to one scrum master covering And very rarely we had one scrum master this week and I that didn't work out very well No No, there wasn't a requirement. Most people in the organization actually thought that And most of our a lot of our coaches got there, but that was not one of the Another thing we tried and failed is the Boy Scout rule Boy Scout rule says if you go somewhere and if you go to a camping site Leave it in a better state than we found in Basically and you can apply that to code So if you don't into especially legacy code and you do something with it Just leave it in a better state than you found it in the first place. It's a nice principle It just didn't work for us because a lot of people a Lot of teams went in change the code So I was probably even messier than before And they thought okay Yeah, maybe someone else will clean it up or I'll just come back later and clean it up And Maybe you know from your own experience if someone thinks I'll come back late and clean up It's never gonna happen at least in our case. It's never happened. No Not a formal one in formal one. Yes, okay Collective code ownership again didn't work very well for us If everyone owns it our from our experience in this case was No one owned it But that wasn't again that was just in this case. I encountered a lot of organizations where it actually works So I know it can work and if it works it works really well Didn't work for us But give it a try We think it didn't work because Scale okay We did really well, but in the end scaling had a huge cost It was worse when we had to work with the US so in Singapore and Delaware where the US headquarters were was a 12 hour time difference It's basically meant whenever you have meetings together Everyone is in pain There is no way to have a meeting where someone feels Okay, at the very least are happy So 12 hour time difference means 9 a.m. In one location means 9 p.m. In the other location So you get into the office at 9 You have a meeting the other side. It's even you don't want to do the meeting at 9 p.m There's no overlap where at least one side feels comfortable and you can just rotate it That really really had a huge cost The impact was people for decisions took a really long time because people were trying to avoid talking to the other side Every time they have to talk it was a pain Everyone's pain If you don't really have a need to and we don't think we actually had a need to scale a lot of the stuff that we did You could have just done it in one longer location It would have been in essence. I think cheaper Okay, I gotta be quick things that we tried did not work and I none of us who work there think it will ever work So don't try this Don't try your implementation your agile large-scale implementation with revolutionary change We made a lot of changes Which was in essence actually actually really good But if you make a lot of changes at the same time, you don't know what is what is the result? Well, you don't know What which change results in you put a Good, I don't know 56 new rules in place and you get result C You don't know which of those rules actually Contributed and which of those rules actually went against it The only thing you can see is the overall don't try and Don't try and do revolutionary change When you scale do it gradually Slowly it will also help you when it comes to resistance changing people's behavior Basically just don't do it. We can't think of any case where it will ever work and that's Six of our coaches as you know them. They all agree with this We ended up having development teams. Yes If you do this, you need a lot of good coaches. If it's a gradual change, you might get away with having no coach or having one and also if you can limit change in progress So don't implement more than I don't know three changes at any given time We ended up with development teams that were literally developers or programs We we educated our testers and our da's to become developers. I Don't think that was a good idea at all a lot of people felt out of place The morale was damaged and Honestly, some of them were just not very good developers Instead I would suggest that you actually integrate testers and behave into it. Yes now Is it very specific? Is it a very specific problem? Okay, come to me after the talk some Okay, don't do time zones great amount of time Seriously, don't do time there. That was probably the worst thing you did Okay I'll finish with don't do time zones before they kick me out Okay. Thank you very much. If you have any questions come to me now, I guess I'll probably outside if the next speaker's already here


Accidents are not inevitable. They can be prevented. Conservation of the Air Force and its combat capability makes it essential to probe the causes of accidents which, in a matter of seconds, can turn the product of thousands of man-hours into scrap metal and destroy the hopes, the skills and the lives of its crews. Scientific investigation and analysis of accidents reveal there are two major causes human error and material failure. And in the final analysis, even the material failures can be traced to human error. Most of these errors are not a result of willful negligence or violation but of a man's failure to act on what he knows. Sometimes we find these errors begin with the initial requirement for a new piece of equipment or in the process of creating the design. Although the design may be correct mechanically, it is difficult to anticipate all the possible human ramifications which may affect it. Sometimes we find these failures in the manufacturing process, installation and testing or in the writing and interpretation of procedures for maintenance and finally in operational use. In the early phases when the equipment is new, the greatest source of error is functional or structural breakdown, material failure. In time, as the bugs are taken out of the system, the major cause of accidents becomes human error. It does little good, however, merely to say that an accident is caused by human error unless we explore what error, under what conditions it occurred, who committed it and why. Human failure occurs in three major areas, communications, human limitations and supervision. Accidents result first when vital communications break down. Second, when the demands of a situation exceed man's limited physical, physiological and psychological capacities. Third, when the integrating function of supervision fails. Man's seldom works alone and this brings into focus one of the major sources of human error, communications. Man's great progress and his fantastic development in cultural and social fields, as well as a material achievement, has depended on his ability to convey his ideas to other men. But any communication is difficult because even a simple object like a tree has many different characteristics. When a man tries to describe it to someone else directly with words and gestures, he frequently fails. The problem is even more difficult when he tries to express abstract thoughts or physical properties such as electricity. The communication of mathematical concepts can be even more difficult. But the problem is further complicated when communication is written or indirect. To help matters along, man has developed symbols which are a compression of words and ideas with previously agreed upon meanings. The problem is still further aggravated in the highly sensitive area of human relations, where the same words mean different things to different people. And the greater the number of stations in any communications chain, the greater the chance for error. Check with the source. There have always been tremendous barriers to man-to-man communication, but today another factor is becoming increasingly important. The communication between man and machine. A large part of it is carried out on a simple direct man-to-machine basis through man's sense of hearing, sight, and touch. But as man ventures into new environments, his communication with machines becomes more complex. He has to derive information from many sources at once. Information about speed, location, altitude, and this information cannot be verified directly by his senses. Today man's life more than ever before depends on this complex man-machine intercommunication. The structure of his communication is vital, and he must be aware of the soft spots where communication is likely to break down. For even simple ideas or orders may be misinterpreted due to insufficient information or too much information that overloads the system and exceeds man's limited ability to absorb it. These are simple things and we are all somewhat aware of them, but unless we clearly understand and accept their implications, they may be the beginning of disaster. Sometimes the failure is due to a lack of sympathy between the sender and the receiver, or a lack of sympathy with the information being received. The receiver unwittingly distorts the meaning of the information because he is emotionally unwilling to accept it. We frequently hear only what we want to hear, as this nursery rhyme demonstrates so well. Old lady, old lady, shall we go sharing? What did you say, sir? I'm a little hard of hearing. Beautiful lady, oh beautiful lady, I said I love you dearly. Thank you kind, sir. I hear you very clearly. Since man needs information before he acts, the lack of clarity sets the stage for mechanical and human failure. Communication breaks down very fast and very often when it isn't clear, when it's garbled. This garbling can occur in many ways, technically by interference or background noise, through poor enunciation or illegible writing. By not being in the proper form of the right channel, all simple things, human errors that cause the loss of valuable men and machines. During the period of recorded history, there is little evidence to indicate that man has changed in any major respect. Among living creatures he is not the strongest or the fastest, but rather a unique compromise. He possesses a central nervous system, but not much different from some reptilian antecedent. He has a circulating system with warm blood, but not much better than that of any other mammal. He has a digestive system that gives him a great foraging range, but even this is equal by that of a rat. If we look at man as if he were a machine, we would say that he is made of three interrelated parts. First, he has a physical structure, flexible, light, strong, and functional. Second, he is a biochemical laboratory, complete with the means for converting food into fuel with filtering systems, heat exchangers, and the ability to replace worn out parts. Third, he is an emotional, psychological computing device of incredible complexity, with systems for controlling movement, acquiring and integrating knowledge, and channeling desire. He has systems that can plan, anticipate, and aspire. Modern man's aspirations carry him into new and hostile environments. Although technically better prepared, he is the same as he has always been. His mechanical, chemical, and psychological abilities are severely limited. When the demands of the situation exceed these limits, man breaks down the result, an accident. When we look at man as a physical structure, we see that he has a remarkably strong, light frame. That he is a mechanical system of levers and balances, flexible, resilient. But in spite of his abilities, he has many built-in limits. He can only reach so far. He can train himself to do involved actions requiring coordination and timing, but he cannot perform maneuvers which are too refined. He can only lift so much. He has a precarious sense of balance. With his eyes closed, he has no sensation of acceleration under the rate of two degrees per second per second. When his sense of balance is contradicted by other sensory systems such as by his vision during flight, simple things confuse him. He becomes disoriented and may get vertigo. For example, as a pilot changes channels on his radio, he changes hands on the stick and unwittingly pushes it aside. When he straightens up, he is level relative to his plane, but confused. In almost any sensory area, some other animal exceeds him. Man is sensitive to sounds in a very limited range of both frequencies and intensities. Man's noble companion and best friend hears much higher frequencies above 20,000 cycles per second. Sound and mechanical vibration will induce fatigue, reduce working efficiency, and produce irritability. If prolonged, noise over 95 decibels can cause men's serious bodily damage and deafness. Many creatures surpass man in tactile sensitivity. His sense of touch is severely limited. If shapes are too nearly alike, he can't tell them apart, even when it's important to him. Modern man protects himself against his environment by designing easily handled mechanical equipment to correct for his limitation, but if it gets cold, his tactile sensitivities are dulled and his hands may become totally useless. As usual, he has a way of coping with the problem, but with gloves, he can hardly rely on touch at all. Man's vision is severely limited. Many birds can see better than he can. Man can only see so far. The size and shape of objects must be easily identifiable to be interpreted. He has problems with color and low levels of illumination. His visual world is full of optical illusions. He brings his own emotional attitudes to what he sees, and this may delude him. Medieval man could readily be transposed to the 20th century.  For although man's civilization has become more complex, his physical limits have remained constant. He could cope with the high velocities in his new environment were not for overreaching his physical limitations. Because he uses equipment in a way that exceeds his real ability, he makes errors of judgment, not only deadly for himself, but for others. Perhaps the most vital physical limit of man is the fact that he operates in time. A standard time sequence starts with the perception of information through his sensory systems. Then he interprets this information, compiles and integrates it with other information and past learning, and makes a decision. Finally, he responds with action. Man is not always aware of this time cycle. For example, when a light stimulus strikes the eye and from there is transmitted to the brain in the form of a nerve impulse, a measurable lapse of time occurs as much as three-tenths of a second. Recognition takes still more time, perhaps a half-second or more. Then the evaluation, interpretation and the decision all take more time, about a second. After the decision, his response takes several more tenths of a second. There is also a time lag as the machine responds to the control and another for the aircraft to deviate from its flight path. If two aircraft were on a collision course at 600 miles per hour at four seconds before the point of collision, these aircraft would be a mile and a third apart. If excessive time were taken in any one of these steps, if the pilot were to look into the cockpit, look outside, and then refocus his eyes on the instrument panel, this action would take about two seconds, two seconds more than he has. A collision would be inevitable. Physiological man is a ground animal and in the early days of the American farmer, he had little reason to think about himself as a biochemical laboratory. He lived in a relatively simple civilization and most of his needs were met by simple means. He got plenty of sunshine and fresh air. His water was good to drink and he grew most of his own food. He put in a hard day's work but he got plenty of rest. Except for periods of illness when his biochemical laboratory broke down as a result of disease, he lived, at least according to some romantic versions of history, a short but happy life. But man's incredible ingenuity and his insatiable lust for pioneering changed all that. Now there appears to be more automobile exhaust and industrial waste than fresh air. The work is easier and he gets most of it done sitting down. He has plenty of leisure time but gets very little rest. His periods of illness are more frequent but less devastating and his biochemical laboratory seldom breaks down completely but gradually wears away. So that he lives, at least according to the contemporary novel, a long but miserable life. Although his tools are more complex, their operation is simple. Scanning lights, throwing switches and pushing buttons. The work is easier but he lives in a highly dangerous environment. If he wants to stay alive, if he wants to prevent accidents, he must not only take technical precautions but he must understand his own internal physiological limits. Man is highly complicated and it would take an elaborate chemical laboratory to reproduce the biochemical actions taking place in his body. So to put it simply, when the blood is pumped through the body adequately and contains the proper chemicals, his body structures are nourished. His sensory apparatus remains acute. He can arrive at clear-cut decisions and take efficient action. If this biochemical balance is upset, dangerous inefficiency results. Man's most immediate chemical need is for the oxygen in the atmosphere. Without it, life can be sustained only a matter of minutes. He needs oxygen for the production of energy. He takes it into his lungs and from there, it goes into his blood. While the unwanted waste product, carbon dioxide, comes out of the blood and is discharged into the air. The bloodstream carries the oxygen to the hungry tissues. Some toxic gases, however, can prevent man from getting enough oxygen. The most common is carbon monoxide. Taken into the lungs, it prevents the oxygen from being carried by the blood, depriving the tissues of nourishment. Early stages of oxygen deficiency can induce a feeling of well-being and render man incapable of perceiving his impaired abilities. Increased amounts of this toxic gas can lead to asphyxiation, unconsciousness and ultimately death. The modern world requires man to handle toxic materials, both industrially and in daily life, with a deadly over familiarity.  These poisons can enter his body through the respiratory tract, or by the way of skin absorption into his bloodstream, or they may enter through his gastrointestinal tract, where they can cause injury to visceral organs such as liver and kidneys. They may affect the blood-forming system in his bone marrow. Man, sometimes unwittingly, sometimes deliberately, uses one of the most common systemic poisons, ethyl alcohol, the primary ingredient of alcoholic beverages. What he hopes will be a stimulant turns out to be a depressant. Ethyl alcohol acts like an anesthetic or narcotic. It can depress the nervous system, eventually causing pain, tremors, acute hallucinations, and general personality deterioration, even psychosis. Proper nourishment is essential. Without it, the tissues may become dehydrated. Waste products build up in the bloodstream with nothing to displace them.  This reduces man's efficiency and causes errors in his judgment. Similar malfunctions of man's body can occur during illness and even medication may be a contributing factor. And this can be further complicated by self-medication. Perhaps one of the most frequently violated limits of man is his need for rest. Fatigue probably causes and contributes to more accidents than any other single factor. Fatigue may be brought on by either too much or too little physical activity. Efficiency decreases and man tolerates errors much more readily and even fails to see that errors have been committed. After 48 to 72 hours without sleep, the body becomes extremely inefficient. Man grows highly irritable and he is apt to fall asleep involuntarily at any moment. Man used to work and live among rather simple external hazards. But now he ventures into more hostile environments for which he is poorly constructed. Man's body is built to function under the pressure of the atmosphere at sea level. Lack of pressure at high altitude can cause the release of gas bubbles as the liquids in his body evaporate. In effect they boil and this may lead to collapse. Even his breathing 100% oxygen cannot prevent it. Too much pressure creates a crushing effect, such as experience by an astronaut under the force of great acceleration. These G-forces cause incapacitation by slowing down or stopping the flow of blood. Although excessive heat or cold can destroy body cells, man can, with the aid of his technical skill, function over a wider range of temperature than any other animal. But no matter where he exists, he must maintain a constant body temperature of 98.6 degrees. A rise of 5 degrees results in high fever, possible delirium. A rise of only 3 more degrees and death may result. Man travels freely only within very narrow margins of pressure and temperature. He is further limited by his need for fuel, being able to survive about 30 days without food, 3 days without water, and little over 3 minutes without oxygen. It is indeed a small cage within which man lives, confined by pressure, temperature, and fuel limitations. By fantastic technical skill, however, man has succeeded in expanding his living working area into outer space. Modern psychological man is a product of many cultural factors in his heritage, but basically he is a thinking, feeling organism with aptitudes, desires, and emotions. At first he may appear to be all desire, but gradually a system of rewards and punishments begin to satisfy, frustrate, and channel his desire. He responds with varying emotions. When the desire ends in gratification and satisfaction, he responds with pleasure and with love. When frustrated by punishment, he responds with hostility and self-destructive action. As the emotional fabric of his life becomes more complex, both fear of punishment and the desire for satisfaction give rise to anxiety. Just as he develops emotionally in these early years, he also begins to show a variety of aptitudes and abilities. Every man is born with different aptitudes, but no man comes automatically equipped with knowledge. Unlike a machine designed for a specific function, he must learn complicated processes. We can't avoid errors during this period, if we're willing to accept man's psychological limits as applied to learning, we can minimize them. Although some people do some things better than others, everyone has much to learn. Whether it's physical or intellectual activity, a man can only learn so fast and so much. All learning follows approximately the same pattern. The curve of errors plotted against time is generally so constant it's called the learning curve. With practice, each period of time is marked by a decreasing rate of errors. The curve gradually smooths out at some level of efficiency less than perfection. When learning has reached an acceptable level, man must still practice to retain what he's learned. Learning is a slow process because forgetting is a reality. Man forgets at a measurable rate. Of all the new information received during a given lesson, but not yet thoroughly learned, he generally forgets half in the first 24 hours. After that, he gradually forgets more and more until complete forgetting has apparently taken place. After a long lapse, he must learn all over again. However, when something is learned, some undefined change takes place in the nervous system so that although learning was difficult, forgetting is also difficult. For instance, in aircraft design, great care must be taken when changing the location of important switches. For habit may now interfere with new learning. In periods of stress, man will frequently revert to the old way. This matter of unlearning is more of a problem as man gets older. Old learning persists and it takes a stronger stimulus to leave a new impression, but his judgment and reasoning are often better. Although he reacts slower, he solves his problem from a store of experience. He knows that he doesn't see as well as he used to and that after periods of extreme stress, he recuperates slowly. His responsibilities have increased and he remembers the untimely death of many of his contemporaries. All these factors combine to increase his caution. Then his caution wisely tempers his action and allows him to get more satisfaction from his work. But at any age, the most carefully learned and practiced procedures can be upset by emotional variables. If two people have the same basic talents and training, the one with the greatest motivation will consistently perform better. When a man has personal problems, worries or tensions, they can be expected to interfere with his performance. For man is easily distracted. He can become preoccupied with problems unrelated to his job. Or his attention can be overchanalized so that one task alone may monopolize all his energy. Man needs psychological food as well as any other kind of nourishment to cope with the day's problems. For instance, he needs love, so he frequently suffers from get-home-itis, shortcutting his work to hurry home. Sometimes with disastrous results to his associates and to himself. Casual observation does not reveal man's conflicting emotions or the causes. But man has emotional limits and these affect his attitude toward his work. With loss of love, he becomes depressed or hostile. With too much love, with over-protection, he becomes too dependent and lacks confidence. He needs some recognition, reward, status. Otherwise he becomes frustrated, indifferent or an exhibitionist. But with too much recognition, he can become self-centered and egotistical. He needs restraint. With too little, he may become self-indulgent, careless. With too much restraint, he may become frustrated and uncooperative. He needs challenge or he may get bored. But if the challenges are too great, he may lose confidence and give up. He needs stimulation. With too little, he loses interest. And with too much, he gets confused, saturated. And after periods of stimulation, he needs psychological rest and relaxation. The normal well-balanced man is a composite of these emotions in varying degrees. But isolate him from all interests and stimuli, as occur in some situations today, and even the well-balanced man will create fantasies. He needs knowledge. Without it, he may develop anxiety and fear of the unknown. But with too much knowledge, he may get over-involved and lose perspective, put too much importance on details. It's most important that he have an accurate picture of himself, a self-concept that's real. When this picture of himself is distorted, when he thinks of himself as more or less than he is, he is in psychological trouble. Sometimes this image of himself is so far from reality that we must say the man is mentally ill. These more extreme cases may result in either excesses of complete withdrawal, or in attempts to bolster his image by overconfidence, or by fits of great hostility and rage, or even by self-destructive acts and suicide. Fortunately, these abnormal deficiencies are rare. Most emotional disturbances lead only to inefficiency. But when psychological limits are violated over a long period of time, they can contribute as inevitably as any other violation, physical or psychological, to catastrophe. Human errors occur in three broad areas. In communications, when man's interpersonal relations with his environment, with other men and machines, break down. Accidents also occur when the demands of a situation exceed man's physical, physiological and psychological limits. Or when the integrating function, which is supervision, fails. The key to the entire process of decreasing the demands upon the human capability is not only a clear awareness and understanding of the mission, but also controlled supervision at all levels of selection, training and use. The supervisor has a unique role to play in safety and a unique responsibility. There is a good reason why 95% of the recommendations in accidents are directed toward the supervising. In the final analysis, no matter how good the equipment or how reliable, no matter how well selected and trained the men, no matter how well aware they may be of their own limitations, no matter how clear-cut the objective of the mission, and no matter how well this objective may be communicated, unless they are all welded together, accidents happen. Supervision is this welding together of man, machine and mission, this integrating effort that gives strength to the whole structure. It is the tool man can best employ to combat human error. And you are a supervisor, whether you are an executive officer with authority ranging over a great and complex organization, or a technician cracking the whip on the line during an operation, or even when you work alone, for perhaps the most vital facet of supervision is self-supervision. The same basic principles apply at every step of an operation and at every level of command. A supervisor must first know the mission, the plan and its goals, the importance of success, and the results of failure. In every instance, he should know as much about the plan as is required, his place in it, and the place of every machine and of every man working for him. Then he must be sure that the details of the plan can be communicated properly, that the channels up and down the chain of command are functioning well. He must have some system for monitoring the mission, for getting feedback, and for following through himself to be sure the job is getting done safely and well. Once he has the program or mission firmly in mind, he must be able to assign the right task to the right man. To do this, he must know his own strengths and weaknesses. The strengths and weaknesses of his machines, and perhaps most important of all, he must know his man, what they can do and what they can't. He must be sure when he makes the assignments that each man has the authority, commensurate with his responsibility, and accepts these limits, so there will be no passing of the buck. A man can delegate authority, but he can never abdicate his responsibility. A supervisor must back up his man with effective supporting procedures for the maintenance and operation of the machines with technical orders, checklists, and in special areas with special systems like nuclear weapons, with access control, and with challenge and response checks. Here it must be absolutely clear that there is no margin for error. In every system, he must always remember that he is dealing with men as well as machines, and men have basic needs for attention, to be a part of the program, to be able to make suggestions, and have them evaluated and accepted when they are valid. He must be able to see the job from their point of view, what problems they may have. Finally, he must be certain that he provides the security of a safe working environment. When all this is accomplished and the plan is in operation, he still must be prepared for change. The original plan should be all-inclusive but flexible, changing times constantly required new or modified equipment, new skills, and possibly different people. And he must ensure that as changes are introduced, his people are prepared for them with new information. He sees to it that every echelon is aware of and enforces these new procedures. But he must not expect a change to be accepted simply because it is for the better. He must recognize that any change is associated with emotional impact for the individuals involved in it. He must help resolve these emotional disturbances by providing a sympathetic ear and where possible, an opportunity for more training. But he must never allow emotional problems involved in a change to compromise the mission. Finally, he must never allow his own supervision to become an end in itself. It must always be the means to accomplish the mission. His men have the knowledge to get the job done. He has the task of getting them to use that knowledge to function at their best. If he succeeds, safely through good supervision, will be integrated into every stage of the mission. If he fails, catastrophe. The mission is successful only when the integrating function of supervision welds together all facets of the man-machine environment. And whenever the demands of the situation are kept from exceeding man's physical, physiological, and psychological limits, accidents are not inevitable. They can be prevented.


Good morning everybody. Good to see you all welcome back. Hope everyone had a nice little weekend Good see you Larry and we can hear me slat and clear. It's gonna be chat back See everybody here in the trading room. Good. Good. Good. Good All right, just want to do a quick audio. All right. Good. All right, everybody. Well, welcome back everybody. Good morning, everyone Nice to be back. It's came back from vacation. Looks like it's been kind of been a slow week There were a couple of things that moved in the market a couple of stocks. I liked I'm You know, it was obviously following along and see what's going on I mean, I was getting alerts just as much as you guys but but overall we're almost at the final Weeks of summer. I have I know a lot of kids started going back to school My kids go back to my my middle one goes back college this week I gotta go bring them at the end of the week, too. It's going to University Delaware. So that's gonna be always being fun and You know, just overall it's summers, you know in its prime People start to come back. I think this is probably this is like the last week of summer. I mean next week Kids start like they say kids start going back. They start school next week So it might be a little bit on the slower side. I mean, it's beautiful here in New York I don't know why you are but What how the weather always affects everybody is, you know, like here in New York people still have their homes They still got their summer homes. I mean if they're if they're at the beach, whatever it is So I always kind of remind you that every morning going into trading because you don't want to get too cocky But remember this is the best time to learn. Okay, a lot of you if you don't know this if you part of Cybertree University This is actually the best times to learn and we start phase one classes going into this week So if you're a student of Cybertree University, Josh can be doing phase one remember it's only an hour in the morning an hour in the afternoon and We do those four lessons very important that you get those four lessons done at that time and Then go from there. So just be just once again, just be very Just learn now because September October November are the best months to trade And you know our list might get very very small now, but when it comes around that time It's gonna be like holy crap. Which one do I trade this one that one this one? So a lot going on now I'm gonna be on book map today if you can't make it no big deal It will be recorded on their YouTube channel. So you get to watch it I'm thinking I'm doing something very very different to I'm gonna get really really basic You know, we have a lot of students that come in here at Cybertree University And we know a lot of you here watching it on our channel YouTube channel and you know Everyone talks about how great they are and how you know Look at that trade it look at this one. This is my style This no one ever talks about the basics and I think I want to really want to talk really want to tackle that You know, it's amazing, but some people just don't know the difference between the bid and the offer What is a buyer and what is he doing there and what is that seller doing there? No one just really knows what that means and we really want to get into that I think it's gonna be a good one. I'm also going to be on Nasdaq today not today on Thursday So once again Feel free to come and you know watch our watch us on our channel at Nasdaq and I'm gonna talk about Nasdaq book viewer So if you're once again on social media, and you want to know a little bit more about it Like I said, just follow us and we'll get you that link It's always exciting time for you guys to learn how you know how to use that platform Because that's what Nasdaq wants you to know listen. You want to trade the market You gotta let it trade the market So we're gonna cover stuff like that and I might even do a video on that too Then I might get really really basic on the nasdaq book viewer too. So um, but with that, let's get right into it There's a couple of stocks Just want to cover cover on what happened on Friday for some of you that were here I know you had a nice little pop on this FTC H You could see had a really good move right here and right around 9 o'clock went from like 2 7 up to 320 And then it backed off looks like a very nice slow mover nice little Fausto flags all over here And then you know everyone should have seen that what's a broken new low higher low should have been out of that one Iowin Q that probably was probably some of the better ones out of the Friday Now, you know Friday is not always a great day to trade but you could see right here great great move on that one right there I ain't in queue right at the gate did a big slingshot popped about 1250 and should have been done right before 10 o'clock We're into about 1320 that was not too bad Nice little move on that one and the GNS this one very cheap inexpensive stock You could see it right here at the gate went from like 90 cents about a buck 30 and remember and I know some people look at these inexpensive stocks and you try to wonder like You know, do you really make money? Listen if you bought a stock if you bought a thousand shares at a dollar Okay, and that goes to a dollar 30 in 30 minutes, let's just say an hour you made $300. That's a $50,000 salary. So please don't ever, you know Don't ever what's where I'm looking at it like, you know Look at it. That's not a lot of money because it adds up at the end of the month And you know what it's all about risk to reward So anyway, not the greatest day not a big list on Friday But you know what typical summer and this is probably gonna be the last week of this happening But let's go through the watch list now. There were a couple of buyouts going over the week that came out We had this TM BR just want to show you what happened over here on TM BR Here's level four and you could see that when I made that announcement You got some big buyers right here just showing up right around here on 270 Resistance at 320. I don't think it's gonna go anywhere. Be careful these buyouts But you could see once that announcement came up really kind of stopped right there And it was pretty much February's highs right there I'm springing it up because it is on it's the biggest gain of the day And the last thing you want to do is you want to get caught on one of these stocks, okay? Couple of the ones to another really big one that did pop up early this morning to this TI RX and What's happening with TRX is we're getting a ladder effect. Okay, we're getting orders that are pushing it down Let me show what I'm talking about So for some of you right here, you can see this little red line right here. You see this order right there Can everybody see that? You know what number that is it's a hundred and ninety five thousand share seller who in the right mind wants to compete against a hundred and ninety five thousand share seller and that was at you know Right around this 845 right now. We're right around. What time is it 9 0 8? Look where the stock is right now and he showed up He showed up he showed up and that's why that stock is trending down So if you wanted these people that caught on to these stocks and you're like, oh look It looks like a good move or I remember ti and a lot of you do remember the stock because we traded this back in May We're from a dollar to about eight bucks. Well, guess what?  I'm off that until then. I want to see what happens to him now I didn't see a lot going on this morning. It is Monday. It is a crappy morning. Okay, nothing really jumped out at me I was working my way down the list. You had the P is PANW on Friday came out with some big news Looks like almost earnings.   That's off the that's off our list. All right EOSC 11% Big spread, you know, I'm not really completely sold on at least a percent. This is the Nasdaq So we're not really seeing that much out there You got one stock that's getting crushed on the other hand this as an SSC This thing is just getting Decimated and there's just sellers just everywhere. There was a big sell just showed up right now here at 20,000 Pushing it down. So I don't know if there's anybody here wants to know about should I hold on to a stock after getting beat up Is it gonna come back? If you were stuck here from Friday, you didn't get out of 28 after half hours. Now you had 23 Listen, you're breaking 52 week lows. Just a lesson needs to be learned right here But you know what the stock was down in the 15.  You want to have to want to watch? Go ahead Anyway, could be a good short Nikola is finally coming back down. That was a great stock in June, July We did really well with that stock. So but on the big losers list. I'm just trying to find out some if we have any dead cap bounces there and Nothing there by the way NVIDIA is obviously coming out with some big news earnings announcements a couple of good earnings and earnings announcements We'll see how that's gonna affect the AI remember what happened the last time the video came out That thing was up about 90 points or 80 points So keep an eye on the video and with NVIDIA you want to cut you want to keep an eye on AI AI is doing pretty well did well on Friday. It's picking up the stock took a big hit You know AI is one stock, but it's it's a little bit more brand name. You got to be careful There's a couple of the AI's GF AI. So it looks like all the AI stocks will move We know AI has been really big in the news and NVIDIA is like that's one thing that pulled in the video added that big Slump back in February at the hundreds now it's at the 400th. That was probably the best if not the best Percentage mover of so far of this year, you know what a stock like there So it is always been a fun stock to trade now anything else that they have XP have That we've traded so many times. It's looks like it's up moving up a little bit today Not really orders are holding here pretty strong So I mean, I don't know well It's like I'm really getting desperate and really pushing out there to see like a fine But there's not really that much. There's this one that looked pretty decent to this GRRR Was not terrible, but there it came up to a big order There's a couple iceberg orders that just showed up right around here You can see him right there at 190 you see it right there when this stock had a really good move Just just reached just now you could see right around here 815 You know made a big move and boom and then this guy showed up and the kind of backed off Then he gave up some of the shares. He added it down here at 184 So I mean this one is pretty decent. We traded the stock before If that seller gets done that's a great sign. It's a great sign. So and You know what? We don't have too much to work off So we got to just use what we got That Tesla is coming back down the video is going to be on that news But you know the video is going to potty something or trade with something else T-dose remember T-dose T-dose It's a fun stock where we trade this back in April everybody this digre from a dollar to five bucks. I Don't know it's on the wall. It's moving. It's got a lot of buying this morning But you could see the market buying today is kind of light anyway All right, so I don't really see anything else out there that jumps out at me But that pretty much does it we've got one two three four five and probably only two of them probably decent But don't worry about there's always something that will pop up when the market opens up And you know, we always got to be careful on Monday That's why doing class today is a great day for you to jump in because listen I'm not going to trade too heavy today, you know I might not even trade at all because I don't like to trade when I come back from from from vacation Because I don't I get my tired at my timing right, you know, but if I do see something exciting I will go out there and do it What else in the meantime everybody First of all a couple of shout outs really quick. I like to wish my wife a happy birthday.  All right I think you that's what's ever telling when they like but I wish my wife Some of you know her coming to the on-sites and and everything else. She always comes out and join us for dinner. So She'll like it after that Rosie, thank you very much for sharing that and also Greg literature What are our you know, what are our top? Top employees and right-hand man here that puts all this great stuff together. His birthday was yesterday So when I wish a great literature a happy birthday for him, too A lot of you know him you spoken to him. He's been for me about almost 15 years now So, uh, you know like to wish him a happy birthday, too. So with that said everyone Anything else anything we're missing? Anything else that we got Yeah, I think I'll be in jail if I had a 29-year-old but well actually not these days now, but I Just turn I actually remember my birthdays next month. So I'll be 52 52 53 50 to 52 What do you think about kava, you know what? You know what I got out of kava. I I still own it. I and I am losing on my other trade I sold it, you know when those when those when an announcement came out So I got a little egg on my face. I got a little upset about it But remember we own it right around 42 anyway. I had a huge winner on it I sold I took a profit right now.  All right, so we'll see how that works out All right, well, that's a good trait there you go Brian Well, that's that's not bad getting it out Friday. You did pretty well on that So we'll keep a close eye on it, but they did take a big hit You know right way to this 57 so all right. All right guys Let's get ready for the market open up We got about 15 minutes if you're watching YouTube Facebook live We'll be back here at 2 30 remember live every morning at 9 at 9 a.m At 2 30 you could also click on that QR code If you want to join our trading room and see what we're doing all day cyber traders You know what the story is being class see something you say something and if you knew here cyber trade University You do one of the trials you're in the room and remember please do not trade anything You're only here to watch to see if what the traders are doing and seeing if they're making money doing it and See if there's something for you because you need to learn before you could earn And this is the way you're gonna learn. Alright guys. Good luck. Happy trading and we'll see when the market opens up in 15 minutes Be safe today


In September 2021, the military in Guinea-Conakry took over following the president's unpopular constitutional change to secure a third term in office. The U.S. Institute of Peace is looking at what happened in Guinea as part of a series on the surge in coups around the world, will explore the role of the economic community of West African states, ECOWAS and other regional bodies and the international community, will reflect on the several possible paths that could be followed to return Guinea to constitutional order. Join the conversation on Twitter with the hashtag, Why All the Coups.


In the world of self-development and all this talk about living a better life and improvement, all these kinds of things, it's very naturally a focus on work. We actually have to change things. Life doesn't just automatically get better. We need to work in order to change the conditions that we're in. They're working around the things around us, so we can have shelter and food and all the good comforts of life, and also working on ourselves to improve our own internal environment, you could say. So of course it makes sense to have a lot of focus on I have to work harder, I have to keep achieving, I have a vision and I'm moving towards the vision and there's this ongoing sense of like go, go, go, the hustle and I'm trying to reach something that's always a little bit out of sight. And it is always out of sight. I mean like our dream, our vision, our goal is always further because there is no natural limit, there's no automatic limit where we just say, okay I've reached my goal, everything is exactly as it should be because there's always more that we could do. We don't automatically have a place where we can just say, oh of course, this is everything I need so it's time to stop trying to change things. So there's always that that work always continues and as long as we're alive and as long as we're around then there's always more work on the list that to-do list keeps getting new items added to it and there is no end. But I think on the other side there is a danger in getting too focused on the idea of achievement and changing the way things are and reaching some kind of goal because that can't be all that life is about, it can't be all about changing things and trying to reach some target that's over the horizon. Because life is happening right now, while we're doing that work, while we're chasing the dream, while we're trying to improve conditions, well we also have the situation that we're in right now and that's just as much life as well. I mean it's not all about changing things. So it seems like something that is with the seasons. There's a time to stop having fun and or at least stop focusing on the fun and focus on what are the steps I need to take to solve particular problems that are troubling me and people around me and how do I improve the situation so that life can be better for everybody.  So you know this is taken to the extreme it might be seen as being being a lazy bum but there's a positive side to that that like we need to we need to remember what it's like to simply appreciate life and we need to have those moments of where we're actually not trying to change conditions and improve conditions and and work harder all the time and just be able to enjoy all the gifts that we have all the life that we have the moments that we have and simply appreciate life as it is in between those times of working to improve things and I find for me that it seems to happen in in the spring this you know the spring and summer is when I get more of that feeling of just appreciating the moment whereas in the fall and winter that's when I feel that more serious sense of wanting to you know get back to work and improve the foundations but like it's understandable why the focus is on the work because it's kind of easier it's easier to go into the just enjoy the moment side like it's kind of fun and it's easier to just enjoy that whereas the work takes obviously more more effort but let's not forget with all the work that we're doing all the dreams we're achieving to remember that even today the simple moment we're in is also like a dream it's a goal it's a it's a place to be and let's not forget to enjoy and appreciate the little things that are happening right now