In any area of life, if you want to thrive, you need discipline.  If you want to have a healthy body, you need to have the disciplines, for example, of eating nutritiously, sleeping enough, exercising enough, and having positive loving relationships, right? But what about when it comes to your business? Do you realize that there are certain disciplines that if you neglect, will have your business fall apart? Or if you keep these disciplines and keep them strong and consistent, it helps your business to grow and thrive. So what are the disciplines for an authentic business? Then that's what I'm going to share with you in this video. So the fact of a discipline is that you show up consistently, no matter what. And I mentioned that because today I'm actually recovering from a bad cold and I might cough every now and then. But I'm still here. I'm still here because consistent content is one of those disciplines for an authentic business. And I do believe, and I've said before that if you keep the disciplines of your business going consistently, you tend to recover faster from illness. And I used to say that you tend not to get ill, but I'm getting ill, obviously. So sometimes you still get ill. But with a discipline of business, you keep a positive mindset and you keep a sense of purpose in every day. And I think that tends to speed up healing. So that's what I believe anyway. I don't know. That's scientifically proven. But I do think that positivity and purpose does tend to help with physical well-being. So anyway, I'm here despite needing to cough occasionally. So here are the seven disciplines. And these are the seven disciplines that I help my clients consistently track in their business growth. And I'll just rattle off the seven real quick, and then I'll talk about each one specifically. First one is joyful productivity. Second one is consistent content creation. Third one is collaboration. Okay. Fourth one is paid distribution of your content. Fifth one is audience research. Sixth one is offer rhythm. And seventh one is customer feedback. So these are so important to me that I've memorized them because I think it's important for all of us to be building each of these disciplines bit by bit. Just like I said, if you want a healthy body, you need to build in the discipline of eating, nutritionally, sleeping enough, exercising enough, positive relationships, etc. So when it comes to business, here are the seven. Excuse me. Let's start with joyful productivity, which is the foundation for any thriving career, not just business, but certainly if you want a sustainable, personally sustainable and thriving business, you need to develop the discipline of joyful productivity. And joyful productivity is, is a wide ranging set of disciplines really. And I've written a book about it, I've, I've taught a course, an online course about it.  Now that's that kind of stuff. I believe that all of you are already working on so I don't have to belabor the point you're already working on your self care practices, I hope. All right, but what's maybe what's more unique about your for productivity is, is that it's really about reframing every moment of your work. All right, so, for example, I could be doing this video as a chore, I could be like, Oh, I got to do my video now because if I do my video then maybe I'll get some clients and. Okay, so that that a lot of people approach creating content that way it's a chore, it's, you just have to do it to be able to grow your audience to be able to grow your business it's such a means to an end type of thing but joyful productivity, the essence of it is really to transform the means itself to make the means, or the process itself profoundly worthwhile. So, when I can approach this video, and I say well now I'm yes of course it's going to help me with, you know, staying in touch with my audience and maybe growing my business. But really, the purpose of doing this video is much higher. It's much deeper. And one higher purpose of doing this video of course is the spirit of service.  And that's that's very important higher purpose of doing this video. And this is to explore and express my ideas. You know, when you create content. By default, you are practicing your creativity, you can't help it, but exercise the muscle of creativity, and that's good for you in so many ways. And, and especially in terms of finding and exploring your calling your creativity is intimately related to your life's calling. The exercise of content is the exercise of continually deepening your calling. And so it's such a deep deep profound reason why we create content so anyway. So as an example of anything you're doing it, you know, even if I'm cleaning the toilet, right, oh I could just get this done, or if I'm conscious for a moment and realize joyful productivity. The deepening of this toilet has a deeper purpose to it. The deeper purpose is to practice discipline is to practice cleanliness is to bring more love even bringing more love to the very moment. It's possible in every single moment. So we never have to just get something done. We can always bring a little something more to the moment of love diligence of joy. So that's the essence of joyful productivity is to reframe the moment. Okay. Another thing that that I find really important for joyful productivity that I continually make my clients do is to, is to journal their celebrations and their learnings. In my group coaching program we meet once a week. And every single time we meet I asked them to write about their celebrations and their learnings would take a few minutes to do that. Why is that? Because this rhythm, this rhythm, this back and forth celebration and learning celebration learning every single week helps you to maintain the right attitude about your business. Right. Celebration is no matter how your business is going, even if you don't think your business is growing, even if you don't, there's always always something to celebrate. Showing up is a celebration. Not giving up is a celebration. But of course, for most of my clients, there's always something positive in addition to that to celebrate all new clients or new audience growth or new new discoveries about themselves or whatever maybe the celebration is very important. And then learning is also equally important. Learning is basically what are you basically what are you learning right now. And as you grow about growing your business, as you write it down, you reinforce those new insights for you or the reminders of the old insights that are important for you now. But learning also is to reframe any mistakes or failures. It's easy to get down on ourselves for, oh, this is not working well or oh, I tried this and it didn't work or whatever it may be. But when we reframe mistakes and failures as what is the beneficial lesson I can learn from this mistake or from this failure. We continually practice reframing. It changes our life. This is one of the reasons why I am able to stay positive so often is because no matter what's going on in my life, I can reframe it as oh, the benefits. For example, I'm going through a bad cold right now. What's the benefit? The benefit is I can practice discipline despite the suboptimal conditions. And the benefit also is for me to demonstrate to my audience that no matter what, I'm still showing up. And yes, of course, I'm taking care of myself even more. I'm sleeping even more. I'm being more careful about taking supplements and all that good stuff. But still, there's always, always, always, always a positive benefit to whatever you are going through. And so that's one of the keys of celebration learning this rhythm that we do every week. Okay. That was the first discipline and it's so important that I spend extra time on it. But let me keep going here. The second discipline, which I've touched on is consistent content creation. That's why it's so important. So I really don't need to belabor the point. But if you are not consistently creating content, what are you doing? What are you doing? You know, you're not building an audience, right? But more importantly, you're not, you're not getting smarter about your field. That's really the most important thing about content is if you're not consistently creating, you're not getting smarter about your field. Oh, yes, but I'm working with clients consistently. Yes, you're working with clients. But how are you reflecting on the lessons of working with your clients? Well, maybe you journal every now and then that's fine. But to teach it in content is how you really move forward in your in your knowledge and in your wisdom about your field. So if you're not consistently creating content, what the heck are you doing? You know, you've got to be doing it. It's so important. I preach this all the time and I'm saying this hopefully in a loving way.  Please get on it. Whether you're writing consistently or you're doing videos or you're doing a podcast, whatever you're doing, however you like to create content, create it because that's how you teach what you're learning in your life or in your work. Okay. So that's the second discipline. The third discipline is one that, to be honest, I have neglected for years. And I'm now coming back to it because I finally, I don't talk about this discipline enough, which is the discipline of collaboration. Okay. So here's the truth. In the beginning of my business in 2009, when I started my business, nobody knew me in my industry in the marketing or social media or business entrepreneurial industry. Nobody knew who I was. So I had no network. I had no audience. I had to figure it out by myself. Okay. Nobody knew who I was. I had no audience. Okay. Nobody knew me, no colleagues, no audience, no content, nothing. How did I start? I had the intuition in the beginning to immediately start with collaborations immediately, not wait until I have a big audience waiting. No, no. You immediately, where are you right now in your business? Answer me. Where are you right now in your business? Oh, you're just starting. You have no idea what to offer start with collaborations. You already have an audience and you already have offer. You already have product and services go with collaborations. Oh, you already have a giant business.  You know already that collaborations are gold. So whatever level you're at. And I keep saying, even if you're starting out because people go that the number one objection people have about collaborations is, well, George, I don't have a product yet or George, I don't have a, I don't have an audience. How do I do collaborations? I'm just asking people for favors. No, you're not collaborations. When you're just starting out with no audience means you are collaborating with other people with no audience also to get clarity about your market position. Now I teach all this in my collaborations course, which I hope you'll decide to join, because that's how I grew my business in the very beginning from zero. I started with collaborations right away to clarify my market positions, and to even collaborate upwards a little bit with people who have an audience. I'll talk about that in the course as well but basically, you have some kind of skill. Otherwise, you wouldn't be thinking about starting a business. You have some kind of skill that is valuable for people who already have an audience. Truly, even if your skill is not business related, it's healing, or it's coaching, or it's counseling, or it's some other skill. It's valuable to somebody who has an audience. It really is. Okay, so anyway, just as a quick summary of why collaboration is so important. I built my business from zero to six figures a year with collaborations as the main outreach method because I didn't know how to do Facebook ads at that point so I didn't do Facebook ads. I did collaborations to grow from zero to six figures in my first two years of business. In the first year I reached five figure monthly. That was all through collaborations and by the second year I was six figures in my business and that's all through collaborations. So that was 2009, 10, 11, 12, 13. It was all collaborations. It wasn't until 2014 that I started to learn Facebook ads and learn the power of that. And once I started doing Facebook ads, I let go of my collaborations. I kind of got lazy about it and I only focused on ads and that's really how I have grown my business from 2014, 15, 16, 17, 18, 19. But now in 2019, a little bit 2018, I started collaborations again because I realized, oh my God, it's so important and so helpful. It's so easy to grow a business with collaborations. So anyway, that's the third discipline. Please, please, no matter what stage you're at right now, no matter what stage you're at, I recommend to all of my clients, you've got to be doing at least one collaboration a month. At least that's like the bare minimum is one collaboration a month. I am personally trying to do one collaboration a week. When I started my business and was growing in the beginning I did two collaborations, I did two to four collaborations a month so up to one a week. So that's what I recommend to my clients and I recommend to you as well at least one a month up to one a week. Okay, so that's the third discipline the fourth discipline. If you hear me talk about this all the time is paid distribution of your content, because there is this fantasy that if I just create content. And if I create it consistently then people will find me know no one's going to find you, unless you do collaborations. Okay, so collaborations can be an alternative for doing paid ads. But if I figure if you know how to do collaborations and paid ads, you might as well do both because it'll just amplify your growth of your business so much faster than just doing one or the other. So, but paid paid distribution is really what I've been focused on in the last five years. And that's how a lot of you have discovered me. That's how a lot of you have started following my content on Facebook or Instagram. And that's how I've grown my business, a lot in the past couple years is through paid ads. Primarily, primarily, not selling my courses through ads I do I do that of course, but it's also just paying Facebook to get my, my posts and my videos out there without selling anything. It's just blessing people with content through paid ads I did a video recently about how how your content and your paid ads are your ministry. It's actually your ministry it's actually possibly one of the best uses of your charity money. If you're going to donate the charity. Why aren't you donating that money to your content distribution.  Right. That's the fourth discipline is paid distribution of your content, but also of course of your offerings. The fifth discipline, which I also talk about sometimes is audience research, and I also make my clients do this audience research includes looking at the people who are liking your social media posts.  This is why I'm such a big fan of Facebook ads. Because with Facebook, when someone likes your post, you can go and look at their profile, you can go and look at the sometimes people have hidden their posts so that only their friends see it. You can't see it, but at least you can go to go to their Facebook profile hover over more click on likes, and you can see what pages of light. So you can get a sense of what interest this person has. This is all public stuff. This is all public, even if you're not their friend, you can still see their likes to see their interest to see if you're building the right audience. You see, and you can also tell a lot sometimes by people's photos that they're public, and their cover image and all that stuff but look at their likes, because I'll tell you a lot about their interests and their values. So audience research includes looking at people's social, your, your engages, that your fans social media profiles, but also very importantly includes doing fan interviews, having one on one conversations with your, with your fans about primarily what they're buying, and what's working about what they're buying related to what you look at the kind of stuff you offer, and what is not working about what they bought. What didn't they like about it, because this gives you all this data about, essentially, what your audience is buying is your market. Think about this, the money they are spent your audience right the money they are spending is literally your market, because your offers your product and services are basically going to take channel some of their spending towards your, your product services so you got to understand what they're spending money on. And what's working well for them there what's not working what they don't they like about the process of the right, you get to fill those gaps, you see, so I've, I want to make an invitation. I do have already bought one of my courses. If you've bought at least one of my courses, and you've never done a fan interview with me personally. I invite you to do a fan interview with me again if you've bought one of my courses and you haven't yet done a fan interview. I would love to do a fan interview with you because I have a discipline myself of doing it I do one fan interview per week. And the fan interviews basically half an hour, half an hour with me 15 minutes I'm asking you questions about what you bought related to my my areas, and then 15 minutes you get to ask me anything you want. I can help you with anything. So that's how the fan interview works so anyway if you're interested, comment below and I'll send you a link for for schedule that with me. The fifth discipline is audience research very important helps you to understand your market so you can you can create offerings that are actually so well placed that you can just whisper your offerings and people will buy, because you've understood your audience now. Okay, you can't just understand your audience just by creating content and by looking at comments you have to have a conversations with them about what they're buying. Okay, so the sixth discipline is an offer rhythm. This is something a lot of you are missing. Okay.  Maybe you're even doing collaborations, but you're not making offers enough to your audience you're not selling enough you're not. You're not reminding them about what you sell. And if you don't remind them enough about what you sell. They don't remember.  So you have got to have a rhythm of making offerings to your market meaning selling or or announcing or inviting people to your products and services. And you know that I have a rhythm, you know this because if you follow my content, you know that basically, once a month, I sell, I sell a course, right once a month I sell a course. And if you look at my Facebook page, my rhythm of offers is basically for every once a week on Wednesday I do some kind of call to action. Hey buy this, or hey let me know what you think about the upcoming thing I'm going to sell to you. What you know what do you think about the title of the upcoming course. What do you think I should cover all that stuff so on Wednesdays is when I sell something to you I do a call to action. You'll notice on my Facebook business page that's what I do. So you could see exactly what my rhythm is my content slash offer rhythm on my Facebook business page. And my suggestion is one offer or call to action out of every five to 10 content posts, I think that's a good rhythm. You can bend that number a little bit, especially during launches, like for example this Sunday I'm going to do another offer to remind people about my upcoming course so that's going to be to to calls to action for seven posts so I'm bending the number a little bit during a launch. But regularly it's one, one thing you're asking your audience to do out of every five to 10 blessing them with content. Okay, so that's a sixth discipline is offer rhythm and seven discipline. Last but certainly not least is your discipline of getting customer feedback on a regular basis. And this is what I do very, very consistently every single time I sell a course and I teach it. You all know if you've bought my courses you know I do this religiously, I keep asking for feedback I said please give me your feedback. How did the session go so that I can keep improving on it. Okay, same thing when I when I meet with one on one clients. When I meet with clients they schedule with me through acuity scheduling which is the software I use for scheduling appointments acuity scheduling calm. Acuity scheduling is nice because I can set a automated follow up email for every appointment that I have. And that's exactly what I have when I meet with clients one on one. After I meet with them. They get an automatic email from me. That's I don't even have to think about it's already programmed through acuity, every single appointment get a follow up email, and I can customize the follow up emails for different types of appointments. And one on one clients they meet with me afterwards they get an email saying, Hey, how did the session go. What's your biggest takeaway and what can I improve. So I get feedback all the time about how I can keep becoming a better coach, or a better teacher. So customer feedback is incredibly important because that's how you really make your services and products, more and more excellent, so that you get more and more word of mouth, and that you really fulfill the mission of your business. So I hope this is helpful. I'll just run through the seven disciplines again. One is choice of productivity. Okay, that's foundation of your sustainable business. Second one is consistent content creation. Third one is collaboration. Fourth one is paid distribution otherwise how will people find your content. Third one is audience research. Otherwise, how do you know what what products and services to sell that will actually sell rather than your sell something and then nobody buys right audience research is very important. The sixth one is on offer rhythm, a rhythm of making offers, not selling too much but not selling too rarely because what which is what a lot of you do. And the seventh is customer feedback otherwise how we keep improving. The seventh disciplines when when put together makes it an incredible growing, thriving, sustainable business, an authentic business. So last, last thing I want to say is that if you, I hope you will take these seven disciplines, think about them carefully journal about them, and then work with your coach, whatever you have as a coach, business coach, life coach, on the seven disciplines for your business and it will, it will really grow. If you want my support personally, I will soon be opening my group coaching program for the year. I opened this once a year, and in my group coaching program, we have a tracking. I have a tracking spreadsheet with everybody who wants to track with me. They're seven disciplines, and it really helps build to kind of like remind themselves keep coming back to these things. And so if you want my help personally with that, join my group coaching program you can inquire with me about it so you can get on the early bird kind of announcement list. And anyway, whether you work with me or work with your own coach on the seven disciplines. Please, please work on this, because this is how you really build a successful authentic business. All right, I hope this helps and now I'm going to go and take a look at what comments are coming through from those who are joining me for this live video on Facebook. And I do just see one comment thus far and that's from captain. And thank you so much captain for your for your supportive comment there. Thanks to those who are joining me for this also Shweta and Linda and beyond spa. And someone's name is in Hebrew and I don't read Hebrew unfortunately so I can't read your name there but thank you for joining me. And if you have any comments or questions go and comment below I look forward to your any discussion about these seven disciplines. All right, I hope this helps and I will see you in the next video. Be well.


In this presentation we will continue on with the statement of cash flows, looking at the financing activities, looking at cash borrowed on notes. We're going to be using the information with our comparative balance sheet, the income statement, and the additional information focusing on the comparative balance sheet first that will be used to create this worksheet. Support accounting instruction by clicking the link below giving you a free month membership to all of the content on our website broken out by category further broken out by course. Each course then organized in a logical reasonable fashion making it much more easy to find what you need than can be done on a YouTube page. We also include added resources such as Excel practice problems, PDF files, and more like QuickBooks backup files when applicable. So once again click the link below for a free month membership to our website and all the content on it. We have gone through this worksheet looking for all the differences and finding a home for them starting of course with cash down here and then we kind of skipped around to pick up all of the cash flows from operating activities and that's really how people usually start this thing out and rather than going just from top to bottom picking out the operating activities then we went back and we picked up the cash flows from investing activities now we're going to go down and pick up the financing activities and those deal with notes payable here so we have have the notes payable and we have this common stock issuance so those are going to be things that are typically going to be in the financing and you might think of that well how would I know this what why would I know this going through well if we go through these remember that the cash is obviously down here that's where we started and then the current assets versus current liabilities most of them are going to be up here and that's going to be the accounts receivable the inventory prepaid expenses and then equipment we had to we had to jump down we had to think about it and the test I would have would normally be I mean you'll get used to just knowing where these things will go after time but would be is there a journal entry what's the journal entry if there's a journal entry that's related to an income statement account a primary portion is related to an income statement account then it probably probably belongs in the cash flows from operations most of the cash flows will be from operations because that's what we do so this is probably going to be the largest section that's why we spend the most time concentrating on it if we go through the journal trees and we don't see any major income statement account then it's probably the case that it's either investing or financing if we purchased something as we did with equipment an asset then it's going to be a form of investment because we're investing we're not financing we're investing we might have financed the equipment with a loan and and that's going to be part of the transaction but the actual purchase of equipment the cash related to it will go here and so and then we when we went through the accounts payable and then the notes payable we start thinking well a notes payable you probably just hear it and say hmm that probably sounds like it's not operating it's probably financing or or investing it's going to be financing you can also think of that through with the with the journal entry what would be the normal journal entry for a note well we would debit cash probably we got cash and we're going to credit a liability notes payable and there's no income statement account related to that the other side of that is when we pay off the note which we would credit cash and debit the note now interest might be involved in there but that's not going to be the major component of the financing of the note so it's therefore not an operating activity it's not kind of part of the income statement the major portion of the notes not an income statement so it's not an operating activity and we're not buying anything necessarily if we just took a loan out if we got money cash and credit a liability then so therefore it's not going to be in the investing activities now we might have financed the equipment and if we do so if we finance equipment then no cash flow is involved and we'll have to deal with that but if we just borrowed cash then it would be down here in the financing activities so in this case we're saying okay the short term note payable went from 10 000 to 15 it went up so that would mean that you would think that we borrowed cash so you would think that that would be a borrowed cash now again there's not going to be a lot of loans or a lot of loan activity because it's not something we do every day we're not going to have it's not going to be like the cash account where there's a ton of activity in the general ledger we borrow loans every every so often we pay them off periodically typically monthly or more so than monthly so there's not going to be a lot of activity in the general ledger for the loans but it's probably more complicated than just we took out another five thousand dollar loan it might be that simple but it might be more complicated we might have multiple loans that were grouped together in this loan account or we might have some more that we took out and we made payments so it could be more complicated than this but I don't want to go we don't want to go through the GL at this point in time and make that more complication we just want to put the number here now and then break out that difference so that we can still reconcile the same goes for this loan this loan went from 77 500 to 100 000 so it went increase you would think that we borrowed more money now again I put here cash paid because at the end of the day we're actually this is actually going to flip to paying cash once we make our adjustments so I probably should have started here saying I would assume it would be a borrowing and then if something changed it then we'd say paid why would it change because there's other things there's some other things that's going to be happening with the detail and with the loans and with things like equipment that's typically going to be the case we're going to have to dig into the GL and look at those few transactions related and see what really happened to them the point right now however is that whatever cash happened with the loan is going to be a financing activity and we want to put it in the financing activities and before we get in there and break out all the detail we just want to use these two numbers first so that we can reconcile we can reconcile to this cash flows number here once we reconcile once we have everything recorded all the tools everything on the table then we can go back and dig through the gls and look what actually happened on these loans and see how many loans there are what happened with them and break out in a systematic way in a way that will still be in balance and what we're really trying to do is say here's the 22 500 we want to see we want to break that out but still break out this difference whatever we break it out to should add up to 22 500 and we'll be okay so we want to but I want to first make sure that we're in balance and then do that and and that'll be an easier process now what what are some things we're going to look for when that happens we're going to go through the GL and we're going to look for any loan that happened and we're going to say what happened here is it just a line of credit did we just pull out another 5000 line of credit that we're going to pay back in the future or is it more complex than that did we make payments on it possibly did we purchase equipment and finance equipment that's going to be more complex why because we didn't really pay cash I mean there's no cash happening there there's no debit or credit to cash if we bought equipment and financed it there's no cash flow so if that's the case we're going to deal with that and that's often the case when equipment for example increased up here and and and we have a loan happening here so it looks like there could be a financing option that we bought equipment didn't get the cash and therefore it's not really a cash flow item we're going to have to deal with that and and go through that so those are the types of things we'll take a look at when we do these adjustments


Hello everyone, thank you for joining this webinar on the Labour Social Movement and Development Programme here at SOAS Development Studies. I hope you can hear me clearly enough. We have a technician next door, so if there's any questions with the audio, please order with the slides that you can hopefully see, just pin a notice up there. Any questions that arise as we go through the slides, we've got about nine slides. Just ping them up on the list here, I can see them, and I will come to them at the end of the webinar, which will aim for about 20 minutes or so, so hopefully that can keep your attention for that long. So, here we go. So, yeah, this is a relatively new programme here at SOAS. We have about seven years of history. We are a smallish, intense cohort, and we work through a seminar format. And you can see from the picture there, or hopefully you can hear from the picture there from those. We are primarily interested in agency, in the ability of working people throughout the world, but particularly in the global south to have an impact on development and to study ways and means of increasing that collective impact on development. So, yep, that's me. My name's Tim Pringler. I convene this programme. So I'll be talking chiefly about the module itself, the labour social movements and development module itself, not about other options on the course, on the programme rather. Of course, you can always ask any questions. If any questions come up around the structure, please just ping them over or indeed contact me later by email. I'm not going too far on the slideside. So the programme, core course and options. So with this programme, obviously you do a core programme, a core module. We call the modules now not courses in labour social movements and development. And then you pick one of two other core courses. One is political economy and development. The other is the theory policy and practice of development. You will also, aside from that, you will have another compulsory. So one of those, so you have two core courses there. You have the LSMD, then a choice of PED or TPP. Then you have this compulsory placement module. Now this is designed specifically for people on the labour social movements and development degree programme. I'm going to come back to that in a separate slide. That's a new development. And of course you've got a whole range of optional courses you can pick on from across the school really. Obviously we encourage you to look at development studies department options first, but there is a wider choice as well. So you can basically design your own degree programme around this core programme. Our teaching style in LSMD, and when I say LSMD, I mean that core module from now on. Our teaching style is we don't do tutorials. We've shifted to a two hour seminar, which means that generally speaking you will have a lecturer. It'll be one of five or six of us who work on this programme and they will give anything between the 20 and 40 minute introduction using slides. Maybe longer than that, maybe up to an hour introduction and then we shift over into a kind of participatory discussion really. It's based on both the slides in the seminar and also the core reading. Core reading for each week on this module on LSMD is usually about two or three core texts. Anything between 20 and 30, 40 pages long. We need to do the reading properly maybe three hours, four hours a week to do this reading properly in order to be able to discuss it and contribute to the discussions in the seminar itself. In our syllabus we have additional reading lists as well. These are up to for each seminar up to 20 or so readings, additional readings and of course we encourage you to look beyond that as well. On this module it's essential to do that core reading because we aim to make at least 50% of the seminar a discursive participatory one. A collective learning experience as I think a jargon goes. This is draft this assessment, the way we assess this module. This is a draft version but it's pretty much going to look like this. The reason it's draft is that we've introduced this placement module which will involve reports. The word counts are unlikely to change. The percentage, the way we weighted each assessment may change but it's not going to be very different from this. The first assignment, assignment one which is due at the end of term one. 3,000 words 30% assignment two bit shorter. Assignment two is around, we ask you to write a campaign either a social movement or a labour movement. On a larger or small scale a blog piece really, it's very much a campaigning piece. It's quite different from the first assessment. The first assessment is a much more rigorous academic exercise. Assignment two is really about campaigning and organising and getting people involved so it's a very different piece of work. The group case study I'm going to come back to that and the placement module I'm going to come back to that as well but they're each worth the way we're thinking at the moment about 25%. So let's go to the group study problem first. So the object of this or what we're asking you to do here is to design and outline an international region or basically a labour campaign or indeed a labour policy. So it could be a policy coming from a government agency or government department or indeed a regional or international body that is say for example developing and there might be an ILO convention or some such and looking at implementations there. And so most years almost all of us of our group study projects have been around designing social movement or labour movement campaigns. We have had one which is about the implementation of a visa policy for domestic workers usually coming from the Philippines here in the UK. And that was quite interesting but mostly around students using the before possibly fired the view no more than fired the four of you in groups working to design a virtual labour or social movement campaign. So the subject there are two components around it. One is a written outline that we expect you to bring some academic rigor into that to draw on some of the theory and even the case studies that we talked about during the previous seminars and then a collective oral presentation which is usually about 30 minutes followed by a discussion. So some of the topics that have come up so far have been a trade union for child workers in I think it was in Ethiopia. We've had an overtime fair overtime campaign in I think that was based in South Africa. We've had a trade union recognition campaign. We've had a campaign designed around improving Dalit representation in India. We've had a campaign that's around campaign for against land occupation in Brazil. So it's pretty varied. We even have mountain trekkers in China and based on based on a movement there by mountain guides in a region of China where there's a high tourist train. So it's pretty varied. It's graded by a panel. Everybody in your group will get the same mark. In a panel itself there will be at least two lecturers but we also, if we can get hold of them, we bring in outside practitioners who have very experienced in campaigns to have a look at this. They don't grade but they may ask questions as well. I should point out as well as you may have seen from our video that most of the academics teaching this degree module or this degree programme are academics but many of us are involved in campaigns, social movements, union activities ourselves. So we're not just coming from an academic angle. Most of us are activists as well to a greater or lesser degree. Of the group study project itself what we're aiming to do really is to try to provide a real life situation that we can assess to develop what it's like building or working around a labour campaign. Or indeed a social movement campaign and of course the foster intellectual exchange, both among each other yourselves while preparing this presentation or this campaign but also in the question and answer section itself. Perhaps just as important as well, it's very easy to get over theoretical, particularly in academic circles, in an academic context such as to over intellectualise collective movements. And while we wish to bring rigour to this intellectual rigour to this area, we're also very aware that there is a relationship between theory and practice. And understanding that relationship and applying it to different contexts is central to what we're trying to do with this programme. So moving on to the placement module. So I'll be completely frank about this. This is a new module that we've developed on the basis of student feedback over the last four or five years. And we're very excited about this new module. What we're planning to do is what we have in place, what we will do. This is a module that is, it may be a physical placement if the organisation that you're placed in, you place yourselves in rather, is near to so as, i.e. in London basically or within striking distance or travelling distance of London without great cost. I think more equally exciting or maybe a virtual relationship, a virtual placement. As I said, most of us are on teaching on this on this programme are activists ourselves to a greater or lesser extent, and we have our own network. So we'll share this with students and we have put together a list of activists organisations, a bit social, from social movements, Labour NGOs to trade unions at various levels. And we will ask students to pick one of these organisations and then your work with me. I'll be convening this as likely to be me convening this module as well to pick one of the organisations and to develop a mutually beneficial work schedule. The idea being here is that you're kind of not just an intern. You're not an intern. It's a placement you're, but we want you to provide to be a beneficial relationship so that the work that you do with the organisation will be of use to them as well as obviously you understanding how these organisations may work in practice. It involves about a total of 40 hours work and this will be about 10 hours work over a four week period. But it will also involve seminars in preparing, in working with the convener, probably me to work out the work schedule with the organisation and to make sure the partnership works well. The point of this is to get to understand and apply learning from the placements to the analysis of a specific global labour and social movement. And to kind of bring these what we discuss in class to a real life situation and take back what we learned from a real life situation bring back that back to the classroom. So it kind of is what it says on the bottle really. It is. It's something that we've been very keen to do. There've been kind of various logistical constraints, but we think now we're in a position to particularly through this idea of a virtual placement to overcome this to make this a very exciting new initiative. So we're keen to get going on this. I'm just trying to get the slides to work too far. So the programme itself, I thought I might talk a little bit about the rationale behind the labour social movements and development programme. As I said, it's a relatively new programme here in Development Studies. We began in 2012 and it came out of really a kind of increasing awareness among colleagues who work on labour that at the core of development lies employment at the core of development lies in employment. And one rationale is that most people in the world who are poor are working as well. And to focus on poverty as a static concept really didn't get us very far. We need to look at the social relations that undermine poverty, that underlie poverty rather, that undermine development and tend to kind of bring a closer look at collective agency and how this may impact on development programmes. So to get away from the idea that development is something that rich people do to poor people, really to bring this back into how the working poor across the world. And this includes the global north as well. We are also interested in developments in the global north as well, how the working poor impact on their own destiny really. The other side of this rationale linked to that is that labour is in the discipline of development and history of development, it tends to be understudied and we think it is a key lens, a really important lens through which to assess development outcomes. Most people across the world to be poor is to be in work and to be in work requires a distinct whether that be reproductive work or a reproductive work so that is a distinct social relation. We wish to try and understand that in order to increase collective agency and impacts on development. The other rationale behind it is that is really to look at labour movements as social movements that are key drivers of social change and development, that out of struggles, out of collective agency development occurs. I don't know if you've seen that. Some of you may have seen the video. There's an interesting point where one of my colleagues, Jan Slurker, makes the point that the slave trade was defeated by the active agency of slaves. It wasn't defeated by people doing development, i.e. campaigning in the global north, campaigning to abolish the slave trade. Not that that wasn't important, but the key fight was the collective agency of slaves themselves. This rich history both in the global north and the global south, across movements and the key moments in development that they create, the end of apartheid in South Africa and the role of trade unions and that is another example that springs to mind. These are profoundly important. We're also interested in the relationship between labour movements and or social movements, governments and international development organisations. So we might want to look at, for example, in China in 2008 we had a new labour contract law was introduced that in many ways did seem to be in attempt, if not to level the playing field between employers and workers. But certainly to shift the pendulum back a little bit in favour of working people in China. Why did the Chinese government decide to do that? We're really interested in that. What was the impact of a rise in a dramatic rise in in labour disputes rights in so in unrest in general in China in bringing about that kind of what I would loosely loosely frame as a pro labour law. The examples go on examples from around the world. So we're interested as I said in that in that agency in that collective agency. We're interested in to on international organisations, how the, for example, the international labour organisation, its own conventions and standards, how this feeds into the developed narrative, how the ILO's role has changed over the decades from one that was very much about setting labour standards to one really that it's kind of a different metamorphosis into a, a development organisation, which may or may not be the direction it needs to go on. It's something that we spend quite a lot of time discussing. So the ILO's reaction to globalisation or what we term in SOAS often neoliberal globalisation has been to shift the campaigns like the decent work agenda. The campaign on to bring an end of forced labour on the worst thought or to abolish the worst forms of child labour. Are these appropriate responses? Are they top down? Is there a way that the labour and social movements can feed into into these into these initiatives? Indeed, what is the theory behind? What is the theoretical framing of these of these ILO initiatives? And are they adequate? We also, you know, that takes us into questions around modern slavery and the debates and literature around that, which is also something that we cover closely. So the organisation of the course, you know, of the module rather, I did have a slide that had seven or eight or nine points that spoke to the main main organisational points or nodes, if you like, in the module. Excuse me, but I thought now that's that's to detail. Let's just talk about some of the three core strands that we're interested in. One is around the social construction of new labour forces. And there's an article by Chuck Colt Taylor in Third World Quarterly that speaks closely to these strands as well. So in 2000. We're interested in the expanding international division of labour, how production has shifted to areas of the world where labour may be cheaper, where labour law may be more lax, where trade unions or other social movements may be less able to exercise any influence on the process of processes of control, subjugation and resistance taking place in different parts of the world. A really interesting book there, I'd advise any of you guys to read, is Beverly Silver, a famous American sociologist, a book called Fortress of Labour, where she charts the movement of capital across the world over the last, I think between 1878 and quite recently up to about the turn of the century, and looks at the impact of why capital moves and what the outcome of that is. In terms of outcome, we obviously are particularly interested in the organising potential of trade unions in these new abodes of production, or as David Harvey has called them, spaces of accumulation. There's no doubt about it that organised labour, or shall we say incorporated organised labour in terms of mainstream trade unions have their influence and both the number of members they have and their ability to influence the processes at work itself, but also beyond the workplace have declined in recent years under what we terms mainly neoliberal reforms and processes. So we're looking at how this decline has happened, how has Labour, or the Fortress of Labour of Beverly Silver said, how has that their ability to influence development declined over the last two or three decades. And what are the possibilities for either rebuilding traditional trade unions or revitalising as the literature calls it, or indeed building new, probably even more exciting, building new social movements or building relationships between trade unions or other types of social movements that may focus more on identity, or on other issues, environmental issues in particular, or housing issues, etc. The nature of, as I'm sure everybody knows, the nature of how stuff is produced has changed dramatically with globalisation, and this has led to the growth of supply chains. You may be holding a phone or looking at this on a computer where the parts in that computer will be made from three or four, five, probably even more different sites of production across various global supply chains, or regional supply chains. So what does that do to the ability of working people, the people working in those supply chains to the person from the workers who may be polishing the screens on your mobile phones to the people who are designing some of the more integral components within that phone? What are the possibilities for building solidarity or campaigns that may improve conditions across the supply chain as well? What is the relationship between, say, a local campaign in Hanoi or Ho Chi Minh? What is the relationship between that campaign between local governments, local labour NGOs going back to regional organisations, and indeed the brand itself? What are the weak points in that chain? What are the points around which labour organisations or social movement organisations can intervene in order to increase the likelihood of an outcome that is beneficial to working people? So those were some of them. Let me just go back to some of the key strands of thinking around it. And as I said, I'm drawing on Taylor tutorial. We're building that around Taylor, and indeed those are the strands around global labour studies, really, in terms of some of the key themes in the degree module itself. So we start from the argument, really, that global capitalism creates poverty, that although it may create wealth, it also creates poverty. The cat labour relationship is an exploitative relationship, so the question then arises how to either end the exploitative nature or at the very least to improve the conditions of that exploitation, to make life better, to try and understand how campaigns and agency may be organised to improve that situation or change that situation. Another key theme is the relationship between production and reproduction, something that feminist literature, particularly since the 70s, has contributed greatly to this debate. The fact that the most reproductive work usually carried out by women, almost always carried out by women, is entirely unpaid. The global north, an example of that, is that it's become, unfortunately, a historical footnote, but it was a key campaign in the global north, at least, was the wages for housework campaign. And around that was the notion that this reproductive work, this idea of bringing up the next generation of workers and the care work that that involves is almost entirely unpaid. How does that relate, how does the value created around that, how does that, how should that affect our organising strategies, the organising strategies of labour movements or social movements or trade unions or that level. What is the relationship between that reproductive work and so-called productive work as well? How can we turn that to the advantage of working people? How can we use that to affect gender relations in a positive way? Another key theme has been the rise of precarious work or vulnerability, or perhaps I should say the return of all the mainstreaming, if you like, of precariousness, ranging from the beginning in the workplace with a course going on to housing, to education, access to education. We shouldn't forget that throughout most of human history, or certainly in the history of capitalism, work has been a very precarious experience for most of the working people in that history. For a very small minority of the global population of the global workforce, the post-World War II settlement, with a lot of cash splashing around the system in reconstruction following the devastation of World War II, led to a certain formation in certain sectors, semi-skill sectors that led to what we call the post-war settlement. What Beverly Silver and Giovanni Origi refer to as the golden age of labour. But we should never forget that this relatively secure, usually male breadwinner model of production in which unions had an influence in which contracts were just individual. They were sometimes collected as well, and really only ever applied to a small minority of the workforce, and that was nearly always in the global north. Not entirely, but nearly always in the global north. So neoliberalism has pretty much done for that. So we need to understand that model, why that model was so gendered. But we also need to, out of the extreme precariousness that has become precariousness, that has become normalised as a result of the decline of, let's say, formal work through processes of informalisation. What's the impact of that? What does that mean for people who wish to organise at work, or indeed organise in the community, to organise for or among informal work, streets, street food sellers, talktook drivers, taxi drivers, Uber drivers, that matter, or DD drivers, as in every channel? What does that vulnerability mean, and are there new methods of organising, well there are new ways of organising that are being developed by workers in the global south? How do we understand, how do we make the links with more established forms of worker or labour or social movement organising, and how do we build solidarity across transnational boundaries really? Now the key theme in this, and you'll hear this word, quite a lot of sources is neoliberalism, and the processes such as outsourcing, informalisation and feminisation, the huge entry in significant numbers of women into the workforce, and how that process has been very much gendered in itself. How to understand these processes and indeed how to, when necessary, challenge them, and what are the forms of movements and struggles that are most efficient at challenging. The themes really, I think that is my last slide on this little webinar, I hope it is really, so you should have had a grasp by now, a few of you have arrived late, but the slides will be made available. I hope you give you an idea of the nature of this degree programme, and how this module in particular focuses on collective agency, and how best to alter the course of development through the agency of working people. There will be other modules in the degree programme that focus on other aspects, but this is very much the core of this module in particular. So, if you've got any questions, you can flag them up here. I think there should be a chat box there that you can type them. Yeah, there is a chat box, which you can type in any questions that you have, either relating to what I talked about, or indeed any other questions that you might have, or you can email me as well. My name is Tim Pringle, and if you go to SOAS and type in Tim Pringle, my email address will come up. It's tp21atsoas.ac.uk. But if you have questions now, please do ask them, and I will do my best to answer them. Okay, so there's not exactly a tsunami of questions coming over. Maybe I should go back to the slides, and I'm just going to click through them and see if anything comes up for you guys as we go through them really. First slide on the course options. The seminar teaching model, which is a bit different from other modules, will do a lecture and tutorial format, but as we're a relatively small cohort, roughly between anything between 10 and 20 students, we can afford to be a little bit more participatory, a little bit more intense about it. So that obviously means that you need to do the reading, particularly the core reading, should I say. So yeah, do any questions on that, and the differences between that seminar pedagogy compared to a lecture tutorial approach. As I said, that's draft. The group case study usually starts off with being quite a stressful experience for participants, but always, and I've been involved now in probably about 30 of these case studies, have always turned out to be a positive experience. So hopefully that tradition will continue. As I said, the placement report is a new initiative, the placement module rather, and the report that we ask you to provide to be assessed is a new initiative. Group study projects, there you have it. Really, I've been through that slide already. The chief principle thing underlying this is to get people to work together on a campaign that they're interested in. You guys choose between, you choose the campaign, you send us a proposal, we look through the proposal, we send by any ideas that we might have, but the principle point of that proposal is to make sure that there's enough literature on the campaign that you've chosen. Really, the placement module, it's the key point there is it's physical or virtual, it can be either with near so us and it could involve visiting an organization and working out of that organization. More likely, I think it will be a virtual relationship because as I said, this is a global placement and we want people to to really get an understanding of how Labour or social movement organizations or NGOs operate in other parts in across the global south really. Rational behind the program briefly, most people in poverty are also in work. Work provides the opportunity for people to organize collectively that opportunity is stymied or constrained by informal working conditions among many other factors or gender relations or many other factors. So, how to overcome that, how to build solidarities in which people, working people can exercise an influence over their lives. Three strands of global labour studies and we very much key into these, how new labour forces are constructed. Okay, so thanks for that question, Hamza. I hope you can hear me having a problem with the mic. I think your mic, I think the idea is that you type in questions that you don't speak the questions over your mic. Tyfan, sort of your question, you would like to ask a possibility to change or upgrade the MA or the MSc in this case. It's a Masters of Science to an MFIL or PhD. That is a different track, Hamza. You would need to apply for an MFIL PhD track there, which would be really based on the fact that you already have an MA or a master's degree. So, yeah, this is just a Masters and we have quite a number of students at LSD, proportionally quite a high number of students, who once they've got their masters in our degree programme, then move on to a PhD programme. But you would need to get this Masters first. The MFIL PhD track that you mentioned there is a different pathway. Okay, so this is an independent Masters programme. Is that many of us, many of our students, do go on to do PhD programmes. So, just while Hamza is... Oh, you've got the answer. Good. I hope that works. I hope that explains. As I was saying, there's those three course rounds in global labour studies, which we're very interested in, which we bring in, which we focus on, and then our key themes here. These aren't the only themes. The themes are obviously much broader than this, or discussions that emerge after these things. But these, and as I said, I had another side with a lot of different points on, but I thought best, given the nature, the time constraints, to bring it down to three, five key themes there. And of course, there's lots of literature on all this stuff. So, and we think this kind of covers really, I suppose, if you take that last point of forms of movements, or new forms of movements and struggles, really how they emerge out of the previous four themes would be pretty much what, you know, sum up what we're trying to get at there in the programme. Hi, Mateus. Thanks for that question. I'm not sure if everyone else can see these questions, so I'll quickly summarise it. So you're asking how many places are available on this programme and what is the average response time from the department after the application. So, yes, there are places available, definitely. As I said, we are not a huge, we don't get, we're not a huge programme. We don't want to be too big because this is quite an intensive programme and degree programme, and as I've stressed earlier on, we do focus on participatory learning and participatory pedagogy. What is the average time of response from what we call admissions? So your application will go to admissions and they will have a look at it and then they will send it to me. If you've got, excuse me, if you've got an application in and haven't got back from admissions, please do write to me and I'll chase it. I mean, you can chase admissions, the email you sent off your application to, but otherwise you can, if you're still having a lot, write to me at TP, T for Tim, P for Pringle. 21, that's digits, at s-o-a-s dot ac dot uk. I wonder if I can type that out. I think I can. I'm going to type that out so folks can get in touch with direct. So the average time, I don't know what the turnaround time is, but it should be about, certainly shouldn't be more than a couple of weeks at most. So if you've got an application in, Mateus, please do write to me there and I'll chase it up for sure. Hello all. So a couple more questions there, Mateus. You've got another question about funding options. If you go to the SOAS webpage and type in funding my degree, you should be able to find various deadlines from various funding organisations there. Obviously funding options are often competitive and it can be fairly competitive as well, but you'll find the deadlines on that webpage. So yeah, you type in funding my degree and then have a look at the webpage and the organisations that come back at you from there. Again, any questions that arise from that, either write directly to the organisations or to me and I'll try and find the answer for you. Hamza, hi again. Where can we find the material and the recording? I am assuming this will be made available to folks. I'll check that with our technical people, but I'm pretty sure this will be made available. Probably on the labour social movements and development webpage that I hope you've all seen, but I will check that out. Yeah, it will be made available. If nothing happens in the next week, do write to me and I'll make sure that happens. Oh, here's Michael from SOAS. Hello Hamza, you will be sent the YouTube, there you go. Michael's answered it. Thank you Michael. Hello all. So it seems that there are no more questions, but as I said, do drop me a line if any questions come up. I'm going to sign off now, thanks to you all for your interest in this degree programme and SOAS in general and for participating in this webinar. Have a great day. Bye bye.