So, in the last class we were looking at the lateral force generation. We said that the key factor in the lateral force generation was the distortion, which of course to the contact patch, which actually makes the tire assume a direction, which is at an angle to the direction in which the tire is supposed to be moving. So, if this is the straight running tire and if you now, let us say that that is the central part and then if you now give a steering input, okay, which you said is delta and then the actually there is a slip angle produced and so on. And we saw that the distortion causes that centripetal force that is required in order to sustain the centripetal acceleration. In other words, cancels out the D'Alembert's force called the centrifugal force. The end of the class we said that we get Fy and then we have what is called as the restoring moment. Restoring moment is due to the centrifugal sort of centripetal force not actually acting at the centre and that it acts at a distance which we called as pneumatic trail and then we had a curve which we plotted in the negative direction because it I think we plotted it together. Let me do the same thing here so that that is what we get and that is alpha. Remember that this is Fy and remember that that is the Mz which is the self-aligning torque, right. This is what we did. The question towards the end of the class why I just brought this to you notice is that why is this aligning torque, now why is this taking this shape, okay. In other words, why is the aligning torque becoming 0 when the force reaches that saturation point. Remember that the shear forces, okay the shear force which is responsible for that Fy, okay is something like this, right. So and there is a moment also sorry there is a normal pressure which is we will just remove this you know what is alpha now so which is now because of the fact that assuming that there is no slip because the fact that it is now shifted to the left in other words is an unsymmetric distribution obviously the resultant force will not be symmetric but is the resultant force because of all those shears or all those pulls of those bristles which were there they happen to be not symmetric but it is unsymmetric, right. Now imagine that slowly guys are not going to slip and it slips what happens it reaches a maximum, okay value which is mu into qz, right. So it sort of starts now pushing because all of them are going to assume the value of mu qz and this is this being almost symmetric, okay this one yes it is not exactly symmetric but it is assuming that it is almost symmetric this guy is now going to move towards the center. So in other words this situation at this situation where all of them have reached that mu qz, okay which is the maximum force that can be delivered by these bristles the resultant force position now shifts towards the center and T goes to 0. So if you assume for example a good parabolic distribution, okay the mu qz also will be parabolic and hence it will be exactly symmetric and the force sitting at the center, okay. So for a brush model with a parabolic pressure distribution the aligning torque goes to 0, right. Actually it does not go exactly to 0 because the fact that it is not very symmetric and hence it may actually be something like this and so on, okay. Now the question we asked in the last class was that is the lateral force development only due to cornering is there any other means of developing a lateral force that brings us to a very important and interesting topic which the tyre manufacturers call as Pleistia and Coenicity.  Now let us now let us look at what is Pleistia, yes any questions, okay. Now let us look at what is Pleistia, let us say that that is the tyre which is moving this direction, rolling that direction, right. What is a tyre? Let us look at this say for example a track tyre similar is what you have for passenger car tyres and you have the tyre here, okay. Now it has what are called as belts, okay. In this case it is steel belts, okay and there are a number of belts it can be 3 belts, 4 belts and so on, right. If you look at these belts closely I will just zoom that here and draw it here. If this is one belt, if this is one belt I already told you this that there are steel cords which run like that, okay which run like that and that there may be another there will be another belt, okay which is where the steel cords run in different directions and so on. There is an angle to this let us not worry about that what is exactly the angle and so on, right. In other words this whole of this belt bundle, the bundle which is just above what we call as the body ply, okay behaves as a composite laminate and what is the importance of composite laminate? It is a very interesting property. Maybe you have studied this in mechanics of materials, okay let us do that here. So if I have now a sheet say for example made of steel and then pull it, we told this already in last class that it just gets pulled and that there is a Poisson's effect in the other direction, okay. Now let us see what happens when I pull this here in this case. Now that is a sheet, okay that consists of a number of all these what we call as reinforcements, these belts. Let us say that they are all together and now I am going to pull this sheet, okay. If it were steel I know what you would expect it would just go like that and this will be in one plane. There would not be out of plane, out of this plane there would not be any deformations, right. Now let us see what happens here. Yeah you pull it, oh wow I did not apply any force in the other direction. I just pulled it and what happened? The whole thing twisted, okay. So in other words there is a coupling between this longitudinal force or one force to the other moment and so on, right. Clear. So this is one, running in one direction. If it were to run in another direction then it would go the other way, okay. So these are called as coupling stiffnesses, okay. There is in other words a coupling happens between one plane what happens in one plane to another plane. In order to explain this let us put down, let us go into some details on the laminate theory. We will not go too much details into laminate theory but we have to understand this so we will go into some details of the laminate theory and what does this laminate theory say? Let us look at what we call as the constitutive relation for a laminate plate or laminate plate or what is called as the laminate theory, right. So what are the forces and moments that actually what is the constitutive equation? I have the in this case forces moment and have some terms here, constitutive terms and this is what I would call as strains and so on, right. So let us say that I have nx force ny, nxy, mx, my, mxy, right, okay. What is this? If I have laminate like this just give a small thickness to it so that the thickness is say 2h and let us say that there is a v direction and that is the x direction and the force that is happening here is this nx force here in this plane is sorry ny, force that is happening here or force that is pulling here is nx and nxy, nxy is this and nxy, nyx and so on or in other words if you want to write that as ny, okay, y, x is the plane, y is the direction so if you want to write it like that this becomes nyx, plane, direction and nx. We know that nxy should be equal and so on. Now what is the right hand side? The right hand side of the strains, epsilon x, epsilon y, epsilon xy and then it is a laminate theory so you will have what we call as curvatures. So you have curvatures x, curvature y, xy. Now these two are related by this constitutive equations. Let us say that we will divide it by 3 by 3, 3 by 3, 3 by 3, 3 by 3, 3 by 3 so we will call that as A, we will call that as B, we will call that as B and that we will call it as D, okay. Now let us see what A is. So there are terms here. Let us not worry about how the terms are calculated, any composite books will, book will give you the terms how it is calculated. So we will call that as A11, A120, B11, B12, B16, okay. So these are terms which depends upon the new values EX, E values and so on, okay. So let us not worry what it is, that is not our intention. So you can go on like that, B12, B22 and A so this is a way of, I mean the numbers are important so we will write this as B226, okay and this would be A, we will say A12, let us be correct to a book, A2200, A66, B16, B26, B66 and that B gets repeated there again, okay. Same way you will have D11, D12 and, yeah they are values, okay which are coefficients. What are they? Very similar to what you know for example in plane stress and plane strain, okay. Say for example you have sigma is equal to E epsilon, right. So you have a constitutive equation so which relates stress and strain, okay. So this, what do they depend for example in isotropic material, what enters into this, into this? E and nu. So you require two quantities for an isotropic material E and nu, okay. So here this is not, this is a laminate and so this is not an isotropic material, okay and hence you have, okay, a matrix which is similar to this. That is why I said, let us not worry, let us not go into the details, it is not to, not to explain laminate theory but to explain why it happens and how that causes what, what is called as the Pleist here, yes. Mxy, okay, good. So Mx, My and Mz are the result of, they are the moments, okay, sigma x, sigma that is the sigma x multiplied by z, okay, dz minus h by 2 to plus h by 2. Similarly, My minus h by 2 to plus h by 2, sigma y into x into dz, right and what is Mxy? Sigma xy multiplied by z, so Mxy is, okay. So the moments are the result of stresses that are acting in this plane. Remember we had a simple beam, remember that we had a beam bending, that is the beam say for example in your earlier classes on mechanics of materials, so when the beam bends you would have, okay, the, how do you have this? So you have for example, things like this, okay, a moment that is created and that would be the stresses that are acting, okay, sigma xx is a neutral axis and that these stresses cause or equilibrate the moment, so that is what you get, right, okay. It is exactly like that, it is a plate. What is a plate? You can assume that a beam is extruded in the other direction, so you have a plate and the plate is extruded in the third direction, it becomes a beam extruded in third direction, it becomes a plate, okay, right. Any questions? Yes, yes, this is, right, this is the way you express, I did not say it is the same, I said it is similar, okay. So this is the way you express for a laminated plate, okay. So express it in terms of force, express it in terms of strains as well as curvature, right, okay. And those forces are of course related to the stress through those kind of relationships, exactly not the same. That is exactly what I am trying to say that they are, that is the force that is acting, nx is the force that is acting and why? Is that sigma x or sigma x? When I define mx, I define it as sigma x or sigma xx if you want to call it. That is not nx, the sigma xx. No, no, no. That is sigma xx, okay. Is it sigma xx into what into z? Z, right, that is what creates the moment, okay. You have nx, ny and nz, right, that is the force that is acting in the x, y and the z direction, okay. Any questions? Right? Stress is in the moment acting. The right hand side, the extreme matrix that presents the deformation in x, y. Yeah. Please note nx is due to sigma x, which means that what is nx? How do you define nx? Just integrate minus h by 2 to from the same thing. If mx is like this, nx is, that is it, clear? Okay. So, note the difference the way a plate is written and a regular constitutive equation. Can you call this as constitutive equation? Yes, you can keep debating that because constitutive equation is stress and strain for a material. Now, you are talking about plate, of course, a grid, right. Any questions? So, this is the equation which you look at. Now, what do you mean by, okay, having understood that, what do we mean by coupling? What do you mean by coupling? When I apply epsilon x or epsilon xx, right, when I apply epsilon xx, I would expect a force nxx or nx. That is all I would expect, okay. Now, there are in the same fashion x, epsilon y and so on, okay. But these coupling terms here give a different picture. So, for example, here I have b12, b22, b16, right. What is the picture it gives? What is that you get from this? Okay, I give you a minute to understand that. So, what is it that, that it gives? Correct, that is it. So, in other words, there is a coupling between the two in the sense that elongation also gives a moment, okay, or shear gives a moment, okay, mx. Yeah, of course, because that is how it is populated, right. That is how it is populated, isn't it? Right. So, in other words, if I change a curvature, if I change a curvature term, say for example, kx term if I change, then it is, it is not that if I change this term, it is not that I get only a moment for changing the curvature. You would, you would imagine that I have a plate like this, you know, I change the curvature, the curvature is changed only by giving a moment. This is what usually you think. But it not only does that happen. In other words, not only is the moment, of course, moment has an effect, but you would see that there are terms which would also give rise to your force, okay. So, in other words, that is why what happened here is that when I stretched, twisted and so on, okay. How do I apply this? So, what is that we are talking about? Why are we talking about this? Changing curvature gives rise to a force, fine. So, why? So, what happens? So, why is that I am worried about it? Why is that I am worried about it? Because the deformation in one direction, there may be a reaction in all three directions as well as... Suppose that is the belt, okay. Forget about direction, forget, let us understand the physics. Suppose this is the belt, okay. Of course, you know that it is just circumferentially going on. I am looking at a cross section, okay. That is the tire, that is the tire and that is the belt. So, when this tire hits the ground or when it is sitting in the ground, in effect, what am I doing? I am changing the curvature, okay. I am making this guy flat, okay. In other words, I am sort of I am giving a moment to make it flat. When I give a moment to make it flat, okay, what am I attacking? I am attacking this. I am attacking that. But when I attack that or in other words, when I change kappa x, if I call that as kappa x, the curvature will change it, then there is one term which is sitting here, which I will multiply by kappa x in order to give n x y, right. I change this, I give n x y term. It is a force term. I change this, here is one guy who is going to give me a force n y term and so on, right. So when I change kappa x, it is not just moment. So you would think that, fine, I have a curvature like that. I am making it flat. How do I make it flat? Maybe give a moment like that and make it flat, right. But that is not just what happens and you have forces. So in other words, I am producing a force here, right and I am producing a force in this direction. That is why I said that let us not, why is that zero? Okay. There is no coupling between those elements. Of course, why? Because there is no coupling term between the shear and the longitudinal force. Poisson's effect is only x to y direction. So gamma x y is g into, sorry, tau x y is equal to g into gamma x y, okay. Go back to your earlier class on mechanics of materials, all right. Okay. So there is, in the words obviously there is a shear term that does not have any effect on the force term, okay. Why is your, sir? In other words, there is no coupling. What it simply means is that I would eliminate all these guys. These two guys will be done with zero, no coupling and I will have only these two terms. These terms are your familiar terms. For a minute, forget about all this. So you would see that just force and, well known, okay. a11 into epsilon x, a12 into epsilon y, 0 into epsilon xy or gamma xy or how you call it, okay, right. That is all. So the shear force is equal to, or the shear stress, which is the result here, is nothing but this multiplied by the shear strain, right. Okay. Does that clarify your doubt that there is a shear term that is involved? That has nothing to do with the normal force terms. Okay. Let us come back. There is a lot more to look at it. So kappa x I am going to change now because I am going to make it flat. When I make it flat, obviously I am introducing forces, okay. I am introducing forces because of this coupling term. And those forces introduce the lateral force, okay, the lateral force and a moment and a moment. So simple fact that as the tire rolls on the ground and a part of the tire becomes flat results in a lateral force called Pleistia. Okay. So if I have this, these are the two tires which are running and it is, right. So this produces, has a part of its belt flat and hence there will be a force that will be acting. Yes, very good. So the question here is that does it get cancelled? It is a very important question. Can it get cancelled? See let us say that I have this belt structure. Okay. Now I have this belt structure. In other words, what happens if I rotate the tire, okay, if I rotate the tire and keep it, okay. You have to be very careful in this. There is a lot of confusion for people in Pleistia in that. Suppose I have this tire, okay. How do I cancel it? If I have this force to act in the opposite direction, can I ever make it happen like that, happen that way? Can you do that? You rotate it. Whatever you want to do, you do. You rotate it, okay. You rotate it, the structure will exactly be the same. Structure will exactly be the same. You rotate it like that, it will be like this. Put a point here, okay. That point will go here, this point will come here. So it is not, you cannot cancel that, okay. But if you rotate in the opposite direction, the force will be in the other direction, okay. You can change that in other words by the structure of the ply in the two directions. So there is always a confusion that Pleistia changes direction whether you rotate it in clockwise or counterclockwise. True, but you do not rotate the tire, okay. You do not run the vehicle in the counterclockwise. You run it only in one direction. So you call this as the right tire, for example, and the left tire, okay. And now superimpose on the, say for example, I plot alpha versus both the aligning, this torque which we called, which we called as aligning torque, torque that happens due to the NXY term and lateral force, the NX term, okay. So that happens to be like this and it so happens that because of the directions that you will get, if this is the lateral force, not left force, lateral force, if you want to call it like that, lateral force, okay, that is the aligning torque. And these are, in other words, when they are 0, not when alpha is equal to 0, in other words, when alpha is equal to 0, okay, what is alpha? Slip angle. We said slip angle alpha is required in order to produce a lateral force. So when it is 0, you would see that there is a lateral force and a corresponding clear. Hold this for a minute. We are going to come back to this graph. You could explain it again. Is this clear? So when you, when it is free rolling, okay, on a ground, nothing to do with the ground, you will get a lateral force, okay. Now there is also what is called as conicity. What is conicity? Name indicates that, conicity. As you had seen that there are what are called as belts, we saw that just now, okay. So assume for a minute that the belts are not aligned exactly at the center. In other words, suppose I say that I cut this tie, okay, let us forget this part of the tie, okay. We will concentrate on only this part of the tie, top of the tie, right. That is where the belts are. The belts are supposed to be nicely placed. That is the center line. The belts are nicely placed like this, okay. They are nicely placed with symmetric about the center, right. I inflate it. I inflate it. There is a stiffness that is given. I inflate the tire. There is a stiffness that is given to the tire because of these belts, okay. So it assumes a uniform, say radius or in other words, it, it are the, the deformations on either side is the same, right. Let us say that that is the deformation due to inflation, okay, of the belt, inflation with the presence of symmetric belts. Let us do a thought experiment. Let us say that the belts are not right symmetric about the center. They are not symmetric. They are not right. They are not symmetric about the center. They are not correctly placed. So I will have, say, let us say that there is a belt, what we call as belt offset. So this guy, okay, left and the right placement of the belt are not symmetric. So what happens, what is that you conclude looking at this left hand side and the right hand side? What is that you conclude looking at the left hand side and the right hand side? Fantastic. So radius in the left when I inflate it will be higher because this is going to be stiffer. So this, these guys sitting here, these, these material elements are not going to move to the same extent as to the left and hence, okay, my tire is going to become something like that. In other words, my tire is going to look like a truncated cone, right. So now you have a truncated cone, let us say, I mean just exaggerate that and roll a cone, roll a cone. What happens? So there will be a force generator. Yeah, yeah, bottom, yes, bottom surface will be flat but still I am going to, okay, like, it will be like this. There will be a conical shape. In other words, the pressure distributions on either side is not going to be the same. So with the result there is a cone, it is as if there is a cone sitting and then roll. The surface, correct, agree with you, surface is flat but the pressure distributions are not going to be the same, okay. That is exactly what happens in a cone. The cone is also when it is placed, okay, it assumes the surface and one side becomes flat. It is not that it is like this, it becomes flat. So when you rotate it, why is that it is not going straight, it goes like this, right, exactly the same thing, right, okay. So the cone you are placing it on the ground which means that, please note that one side of the cone is sitting like this. So the cone will be sitting like this, okay, fine. So this is what is called as the cone city effect. That is giving rise to a force, right. Now this is one thing which is not necessarily is one side or the other side because it depends upon which side it is shifted. So if you now take a number of ties, you go to one of the manufacturing plants, entire manufacturing plants, you take hundreds of ties. Now and then, okay, say that I want, I measure hundreds of ties, I measure the lateral force. Let us say that that is the lateral force. Let us say that is positive and that is negative and let us say that this is the number of ties. I take 1000 ties.  I have ties which are, so if I get a peak like this, suppose I get a peak like this in the ties, if I get a peak like that in the ties which I have tested, which this means, one minute, this means that this peak, peak is what? All the ties, whatever I have tested, okay, let us say that it falls within this gap. All the ties which falls within this gap, small gap, almost the same, then that lateral force is Pleistier because Pleistier is due to the design, okay. Here, if it so happens that the tire, the force distribution is something like that, then there is, that is not Pleistier. That is not Pleistier basically because it is distributed on either side and so the belts are offset this side or offset the other side, okay. We will come to the effect, this diagram in a minute. Let us forget, let us go and look at, are there any other things that cause a peculiar behavior of the tire, right. So in other words, straight running tire, is it going to be a nice guy who is going to run straight or he is going to do other magic, other things. Yes, yes, it is most of the, most, in most instances, it is this belt offset that is going to cause cornicity, okay, that is a defect, right. Now that is not the end of the story. There are other things that are happening which are peculiar and which is not covered by all your courses in mechanics of materials. So what are the other things that are happening, okay. Let us look at that now. Now let us look at the contact pressure distribution, okay and the lateral forces that take place or that is present when I roll the tire, okay. Now you see two things there. So that is, that is the lateral force distribution, right. There is a lateral force distribution that is happening. What is the importance of this lateral force distribution, okay. Now why is this important and what is that we are going to look at. Actually that is the previous picture is just to zoom in and show you the values at the inner ones. Now that is in the longitudinal direction. In order to understand that, in order to understand that picture we will come back again to the lateral force and longitudinal force. Now let us assume that the tread is a block, okay. Now if you look, if you look at these blocks, they are not straight, you know, squares like this. That is a plan view, this is a plan view and so they are not nice squares like this, okay. They are say a rhombus type of figures, okay. All those blocks are rhombus type of figures, right. We will explain this in a minute. We will come back to that. So in other words, they are not what is there at the top, okay. They are more a rhombus type of figures. Now what happens when I apply, see let us say that let us now model this blocks. This is a plan view, okay. So now let me model this block, okay and apply a force, say a square block, apply a force in this direction. I am applying a force in this direction, okay for both these things, right. Now let us see what happens. So I can do two things. One is that, one is that both of them, the bottom and the top are fixed not to move in the z direction, okay. Both of them are, the guy is stuck between two platens. This is what happens to a block when it is in the middle of the contact patch. At the edges of the contact patch, one guy is free, okay. So I can free him, I can free him, okay. We will apply this load. Let us say that I have a square cross section, I apply this load, okay. What do you expect? You expect it to move the direction or bend in the direction in which I am applying the force here for a square block. I change this block to rhombus. You would see that there is a difference, okay. Now that is the top view. That is the top view. See what has happened? Of course it is out. See what has happened? Let us concentrate on the left side. So left side clearly shows that this is a finite element picture. It is just an isotropic rubber block. So it shows that when I apply a force F, the displacement Fx, let me call that as Fx. The displacement is only in the x direction. For that rhombus, okay, which is very similar to that there in the block, in the tread block, if I apply a force Fx, that is Fx, there is also a displacement. Look at that. There is a displacement in the other direction, y. You can see that in the bottom picture. Civil engineers long ago recognized this and called this as unsymmetric bending. In fact, when you take this next course on automotive structures, you are going to talk a lot about unsymmetric bending, okay. They realize that there is a principle axis directions, okay, along which there is no coupling. And again there is a coupling factor that is involved because I am not applying the force along the principle axis direction, which happens to be the symmetric axis, okay, that you see, for example, in the first picture. So if I now have a block whose plan is like that and if I have symmetric axis, okay, it is symmetric bending. It is a simple cantilever beam. It bends.  Hence, shear deformations become very important. There are other things that are happening. And a simple beam theory which you have learned, a cantilever beam theory cannot be applied, okay. It is one thing. Now if this plan view happens to be not so symmetric, say now it is something like this and I am applying a load here in that direction that is not a symmetric axis and hence a coupling happens in the other direction, okay. And hence there is a push, okay. Now that in other words, that results in, if I stop it, that results in a force. If I stop this, that results in a force, okay. So if now go back to my first picture, we will explain that in the next class again. Now I have, I have shears that are happening, okay. Let us say that I have, I have this kind of rhombus blocks sitting, sitting like this, okay. And there are going to be, even if it is, when it is rolling, remember that there are going to be lateral shear forces that are going to happen, okay. That would be the lateral shear forces that would happen or that would act on the stretch and that lateral shear forces results in forces that are acting in that direction, okay. And hence would result in a torque which is called as the Spratt PRAT, Pleistia residual aligning torque. I have to be careful in this but anyway shape is, you know there will be, this is a very simple method, simple thing but there will be a, because of this, this shear forces that are acting, okay, as it goes straight, the shear forces that are acting, okay. Remember that the way the contact pressure shear distribution is there. So because of the shear forces that are acting, there are forces, because of this coupling, there are forces perpendicular to those shear forces, okay. At the, at the ends there are shear forces like that and this is the shoulder region where there are shear forces which are happening like this and at the end of the contact patch you have shear forces that are happening like that and because of which, okay, you have coupled forces which come along with these shear forces and the coupled forces which are acting perpendicular to these shear forces. So if there is a shear force like this, this is the, that is the contact patch. Say that is the end of the contact patch and so the contact patch you have, okay, shear happening like this, here it is happening like this and these two they are happening like that and so there is always a perpendicular force that is happening, okay, that is, that is the result of, this is the result of this coupling. So when you have perpendicular forces that are present and that results in torque, okay, towards the centre of the tyre which is, this is the centre of the tyre, okay. In other words you see that, that is the, so that is the, that is the centre of the tyre and so there is a moment that is acting. So this is another reason why there is an aligning torque that is happening when you are going straight, okay. We will come back to this and we will continue with this and the other derivations in the next class.


Well, we're learning more about the kidnapping of Jamie Kloss and the killing of her parents. The Barron County District Attorney released a criminal complaint Monday. It says Jake Patterson told investigators he first spotted Jamie getting off of her school bus and he knew he was going to kidnap the 13-year-old. The complaint also states the 21-year-old admitted that he tried to kidnap Jamie twice before he went through and went on with the crime. On October 15th, authorities say Patterson shot and killed Jamie's parents, then abducted the teen from her home. Patterson made his first court appearance Monday in Barron County. He's charged with intentional homicide, kidnapping and arm burglary. Court has reviewed the criminal complaint, almost 12 pages in length. I've considered the allegations as set forth. The possible penalties, which include life imprisonment and fine, that substantial cash bail is necessary to ensure the defendant's appearance in court. I will set bail at $5 million. The criminal complaint filed Monday says Jamie was forced to go under a bed in Patterson's remote cabin in that he would stack totes, laundry bins and barbell weights around her so she couldn't move without him noticing. The complaint says Jamie was kept up to 12 hours at a time with no food, water or bathroom breaks. The complaint says Jamie escaped Thursday after Patterson made her go under the bed and told her he was going to be gone 5 or 6 hours. It says she pushed the bins away, crawled out, put on a pair of shoes and fled the house. If you enjoyed this segment of Lakeland News, please consider making a tax-deductible contribution to Lakeland PBS.


I'm David Pumphrey. I'm a senior fellow with the Energy and National Security Program, and it's my pleasure to open this event today to have a discussion about the energy and climate partnership of the Americas. And for me, this is actually quite close to my heart. For a number of years in the 1990s, we made a run at doing this. And it was a very important effort to try to really build partnerships and create integration throughout the hemisphere and energy. Intervening developments spelled the end for that process. And I'm very pleased to see that in the Summit of the Americas, President Obama relaunched this initiative to really build a partnership so that all the countries in the region can begin to understand what their pathway is to a low-carbon, secure, and energy future that supports their economic development. And I think that's really what this is all about. It's a sharing of experiences and approaches so that you can learn to adapt to every country's individual needs and desires on moving forward. So without much further ado, what I'd like to do is go ahead and get the program started. We were going to go through all of the speakers and then do a Q's and A's at the end so the speakers have been admonished on the length of time so that they don't do the usual trick of filling up all the time with their comments so that there's no hard questions from the audience. Peter, do you want to go ahead and start the introductions? OK, and Peter D'Shazo will now take over to do the introductions of the speakers as we move forward. Thanks, David. Welcome, everyone. My name is Peter D'Shazo. I'm the director of the Americas program at CSIS. We're delighted to have you all here. We'll get started with our discussion. We'll begin with remarks by Mr. David Sandelow, assistant secretary for policy and international affairs of the Department of Energy. And we'll go from there. Thank you very much. Well, thanks very much, David. Thanks very much, Peter. Thanks to all of you for being here. It's a great crowd and I hope to speak well of interest in this topic. I'm particularly excited to be here because I think, and recalling as David spoke, I think it was working on these topics that I first met David. It's good to see a lot of old friends in the audience and a lot of new ones as well. As many people here know, in April of 2009, President Obama announced the Energy and Climate Partnership of the Americas down at the Summit of the Americas in Trinidad and Tobago. And I'm just going to briefly kick this off by talking a little bit about that initiative and then what will be happening here in Washington next week on this initiative, which is, I think, quite exciting. The President's vision under the Energy and Climate Partnership of the Americas is threefold, to promote clean energy, to enhance energy security, and to fight energy poverty in the hemisphere, to do that by sharing best practices and cooperating on technology research, development, and deployment. The overarching goal of the ECPA, as we call it, the ECPA, is to foster partnerships. And I underscore the word partnerships to foster partnerships among governments, industry, and civil societies to promote clean energy projects, sport economic growth. There are five priority areas that governments so far have identified, energy efficiency, renewable energy, cleaner fossil fuels, infrastructure, and ending energy poverty. I'm going to underscore that this is a hemispheric wide effort. This is not a US government project, and that's reflected by my colleagues and friends here on the panel. And it's not just a government-wide. It's not just a government project. It's also a process that involves civil society. It involves businesses. It involves NGOs. It involves collaboration with academia. And the effort is to really make a difference, to launch concrete projects and programs that will help make a difference for the lives of people in the hemisphere. So following up on the announcement on this topic in April of 2009 in Trinidad and Tobago, a meeting was held in Lima, Peru last June among all countries of the hemisphere. At that meeting, among other things, the Low Carbon Communities of the Americas program was launched. That Low Carbon Communities of the Americas program has already led to programs on energy efficiency in the Caribbean, centers in Costa Rica, a wind project in Dominica, a biofuels project in Colombia, and more. All of which leads into what will be happening here next week, which will be very exciting. We have a two-day meeting under the Energy and Climate Partnership of the Americas. The first day is going to be the Inter-American Development Bank, where we will have representatives from civil society, from businesses and NGOs and others, and several hundred people coming together to talk about what we can do to advance all these objectives. The second day will be a ministers-only meeting at the OAS, where we have several dozen energy ministers from the hemisphere who will be here, talking about exactly the same topics. So that is your basic sketch. I'm going to follow Peter's admonition to be brief and turn it. Am I introducing my friend and colleague to the left? Are you doing that? OK. Peter's got it. Thanks very much, and happy to take questions after this, everybody. Thank you very much. I'm going to be bouncing back and forth here. It's a pleasure to introduce Mr. David Goldwyn, International Energy Coordinator from the Department of State. Afternoon, everyone. Pleasure to be back here at CSIS and with my good friend David Sandalo and my colleagues from the diplomatic community. David's explained what ECPA is wearing my State Department hat. I want to talk just a little bit about why it matters to the United States, why it's really unique, and then why it should matter to you, whether you're from the think tank community or the investment community or from the media. Why does ECPA matter to the United States? For the United States, this hemisphere remains critical to US energy security. Three of our top suppliers of oil come from this hemisphere. Two of our top suppliers of gas, some by pipe and some by LNG, come from this hemisphere. Electricity comes to this country from hydropower and from nuclear power from other countries. Two of the major biofuels producers in the world, the United States and Brazil, come from this hemisphere. So for us, for energy security, this hemisphere matters enormously. Second, as all of you know, this hemisphere matters because they are our friends, our allies, our major trading partners, and kinsmen to more than a third, probably, of our population. So the fate of the hemisphere, and we're talking about jobs, growth, development, prosperity, opportunity, depends for much of the hemisphere on access to electricity. And we want that electricity to be affordable, and we want it to be plentiful, and we want it to be scalable, and we want it to be friendly to the climate. But it's a huge challenge. And as goes the hemisphere and that access, so goes their economy, so goes all of our prosperity. So it's important for that reason. And so from a United States point of view, working with our friends to advance development in energy and in climate advances our own interests. Second, why is ECPA unique? For years, you have heard from the United States government that we want partnership, that we want a relationship of respect, we want one that is mutual. And ECPA is about really creating an organization or an organism that tries to demonstrate or really embody that spirit of partnership and respect. There is no secretariat. We are not driving to a single statement. There is no one size fits all. Every subregion of the hemisphere is different. So what ECPA is, is it's the Facebook community of energy and climate. There is a low carbon development community. There is an energy efficiency community. There is a heavy oil and making it be produced more efficient community. And countries join the initiative that they want to lead or they want to be part of. And for our part of the United States, we contribute to some of these, we lead some of these, we watch some of these. But this is about tapping the ingenuity of the hemisphere. And we have already seen, and I won't steal the thunder of my colleagues, leadership from all these countries in different areas. So it is unique, this multiple geometry, this Facebook concept, is about creating a platform to elevate leadership from the community, both from the countries and from the companies and from their civil societies. And as you will hear from the initiatives that have been taken, even in the run-up to this ministerial, it is working phenomenally well. Last, I would say, and I won't talk about the initiatives that the State Department will launch, although it's important to say that in addition to DOE's phenomenal technical expertise, we're also bringing the Peace Corps, EPA, United States Department of Agriculture, the Trade and Development Agency, the U.S. Geological Survey, Housing and Urban Development, all of the agencies that deal with energy-related challenges in our country will be bringing initiatives to the table, and the Secretary will talk about them. Last, why you should care. If you are an investor in this hemisphere, you should care because these issues are being brought to ministerial level. If you are a potential investor in this hemisphere, you are seeing a continent in transition, and whether you're in the electricity business, or whether you're in the technology business, or you're in the oil and gas business, or you're in the nuclear business, or you're in services that are related to electricity, or just an investor who wants cheap electricity or affordable electricity in lots of places, then what you are gonna see is the policies that are gonna create the platform for your investment. And if you care about the environment and you care about development, you're gonna see the development path forward, led by the countries of the hemisphere that will tell you how you will see energy integration in the Caribbean, energy integration in Central America, linkages between South America and Central America, and how you will see urban development grow but in a different path than we've done before. So it's remarkable that it's one year old and that it's already working. But I think as you'll hear today, it's something new, but something we're quite excited about. Thank you.


So welcome to the value stream presentation. We're hoping this is a complement to the value stream guide that came out earlier this year. And we're going to try our best to bring that guide to life. So what is value? It's one of those very interesting things that's articulated all the time. And value is arguably in the eye of the beholder. But it's essential that we understand value when we're from an architectural perspective because arguably value and the perception of value ends up holding the basis for a lot of our requirements. And there are a lot of frameworks out there for delivering value, but this is the one that we're trying to do right now is articulating what is a value stream. And a value stream is an end-to-end collection of value-added activities that create a result for a stakeholder, whether that's a customer, an end-user, or somebody. So we are trying to understand what a result for a person is. And so there's one depicted here, and this is an example we're going to walk through in more detail as we go through. But this is an example that most of us go through when you go to any kind of retail store. We want to acquire a retail product. And so in this situation, the customer is the trigger for this. But there's a lot of other things, obviously, that have to be done within the organization for us to actually have the customer receive the value, which is the merchandise from a retail store. So value stream is trying to make sure that we understand value, and we're trying to understand value from a stakeholder perspective. From multiple stakeholder perspectives, not just the customer, but others within the value stream. So there are other value perspectives out there. Porter has an excellent value chain, which is really focused largely on a macroeconomic view of an enterprise or possibly a sub-aspect of an enterprise. This is the original traditional Porter value chain. I personally work for Alberta Health Services. There's a healthcare value chain, which is slightly different. But it's a very macro level view. So it's got a lot of similar concepts in that it's considered to be a chain, and there's steps along the chain. But it's looking at it from a big picture perspective versus a stakeholder perspective. Similarly, a value network is showing a web of relationships that are in a particular enterprise. And that itself can show some insight. And the lean value stream, which has the commonality of name, is a really, really important concept. But its target is actually eliminating waste. And even though its focus is to try and make sure that we are delivering value, its primary purpose is actually trying to eliminate waste, usually from a product and time perspective. I think many of these concepts are complementary, but they're not quite the same. But what we're here to talk about is value stream. And our value stream, we're going to walk through, as you can see here in our relationship, is obviously trying to create value. It's trying to create value that a particular stakeholder receives. It is triggered by a particular value stream, and each stage may have one or more different stakeholders participating in it. And a business process operationalizes capabilities which enable a value stage. And so this tries to show you some of the relationships. So when we're looking at value streams, there are immense compliments to your capability map, right? So in our last webinar, there's a capability guide available to you. And that walks you through how to create a capability model or map for your organization. And that's amazingly, that's important. That's a prerequisite, I would argue, for you to be able to start to articulate value streams. And a lot of you just start to say, so if I need to try and change the way that I'm operationally delivering value to my customers, where are the capabilities in that value stream? And are they sufficient for us to deliver the value that we're looking for? So when you're trying to either strategic planning because of a situational context change, or just strategic planning to say what are the things we need to do next, value streams are a mechanism to try and say, are we really focusing on, and can we show that we're focusing on value, right? And it puts the context on how we use individual capabilities into that value perspective, right? Because a capability model or map by itself doesn't necessarily show you how you're using it. I think a lot of people get fixed on what the capability is supposed to be trying to do in and of itself versus how it's being used with usually other capabilities within a particular value stage or value stream to deliver value, right? And in the end, it gives us a framework for analyzing business requirements because if we've got stakeholders and we've got the stakeholder needs or value that we're trying to deliver, that ends up being a requirement, right? And so when we are able to do that, it gives us a mechanism to break these down into smaller pieces, which of course is a lot of the things that we're trying to do on the capability side for putting the value context in. And so if we do this properly, then it means that we focus our investment in maturing the capabilities that are inhibiting our delivery of value for our stakeholders. So let's get into mechanics, creating a value stream. You know, this may seem pretty straightforward, but the first thing that we want to do is name it, right? What's in a name? It's really amazing how much time you can spend on a name because the name itself, a lot of business areas sometimes don't look beyond that. So we want a name that, you know, acquire retail product. I think most of you can understand. A good description, right? And a description to try and bring that a little bit alive. And usually there's one triggering stakeholder. Sometimes there's proxies, but for the most part, we're going to say that there's a triggering stakeholder and we want to define the value that's going to be achieved within the context of delivering that value stream. So that's pretty straightforward. A value stream stage. So we're going to break the value stream down into a number of stages. In my experience, five seems to be the kind of magic number. Sometimes it goes to seven. Sometimes it's down to three. But five seems to be an interesting, a common number of value stages, right? So we're going to try and describe each stage. And then the stakeholders who are receiving value or contributing to creation of value within that stage. And that's probably the most important part, right? Have we identified all of the stakeholders that are part of this particular stage? We know hopefully what caused you to come into that stage and we want to describe when we know we're done that particular stage. And one of the things about a particular value stream stage is that we may decide that if the value criteria for one of the stakeholders isn't being met, then we might exit not just the stage, but we might actually exit the value stream entirely, right? And then we want to get down into granular detail, right? So what are the specific value items or requirements that a particular stakeholder has? So what is a value item that is an incremental value that is achieved within that particular value stream stage? So we've got value streams, we've got value streams stage, and now comes the real fun part. We've got our capability map, a model on the bottom here, and we've got four stages in this one. Or I said we do only do five and they only model four. And so now we want to say, so what business capabilities are required to map to enable a particular value stream? So this is the biggest part of the whole thing. The rest of it was really great, but now we have to say, so what business capabilities enable this? Now in our example here, this is a very high-level example. In our organization where we have a value model, or sorry, a capability model that's trending towards 300 business capabilities, right? So it's going to become very interesting to map these stages. So you're going to have to be able to map through the individual stages and have to decide when you might want to break value streams apart a little bit to see where a particular value stream stage or particular value stream might cause a stakeholder to trigger a different value stream. So that's going to be an interesting way to think about how you might try to get to a lower level of granularity but not getting to the point that you're going below the capability level. That's going to be kind of your living style, right? So we're going to map each of these stages to a particular set of business capabilities that enable that stage. So when you're creating a value stream, there must be a clearly defined triggering stakeholder. You have to have obviously otherwise why are you doing this? Right? We recommend that you start by looking at mostly your external stakeholders. So a number of times it's easy to try and start with the internal ones because you probably know more about those and it's maybe a little bit easier. And we have given an example in the guide for an HR of higher employee value stream. But the more you can focus on customer-centric or usually external, sometimes it's governance, but mostly customer-based, I think the better off you are at leveraging the value case because it always makes sure that internal stakeholders value concerns are in the context of a customer. And so when you start to add on value streams, one of the things that we typically find is that people have created capabilities in their business capabilities that are actually value stages or value stream stages. They're not actually capabilities. And so one of the things that we really have an interesting test once you've got your capability catalog set up is that we're going to be able to go back and say, no, no, no, that's really a value stream stage. It's not actually a business capability. And so that can end up simplifying your capability. And so there are also not components of capabilities, right? So components of a capability are processes, organization, or people, tools, and information, right? So if you're getting to the point that a value stream or a value stream stage is down to that level of detail you've gone too far down. And I think that the power of a value stream is keeping it at that high level, right? So you've got to try and keep things as complacent as possible. We're not trying to do... We're trying to do enough to help support analysis so that we can start to understand where we may have a capability gap or maybe where we've actually got capabilities that aren't actually contributing value to a particular value stream where we might want to be in that. So that's an interesting aspect as a litmus test to say, are my business capabilities there actually generating tangible value for people? A number of times I find that we go with implied requirements, meaning that somebody imagines what somebody else's value is. And then when we get out to the end of the analysis we actually find that that's not real, that's not true, right? So anyway, but keep it concise so we can get the value. So that's a really, really fast walkthrough on how to create a value, the mechanics of creating a value stream. What we're going to go through now, and I'm going to hand it over to Brian so that he can actually bring it to life with some actual scenarios so that you can see the value stream technique in action. All right. So real quickly, this is Brian Lill. I work for ATON. I was the American on the team. So as you can imagine, while we were developing this guide last fall, I took a lot of jokes from Alica Steven on our election cycle and how that works in the United States. I had to explain to them that it wasn't the process and how it was applied that was important and was the value being achieved for the American public and the stakeholders. So I'm not sure if I ever convinced some of that. To get down to business here, I want to take you through the examples or scenarios that we provided in the guide to apply the methods and principles that Alica just walked through. So building on that acquire retail product value stream that was used in the introduction, we now want to show how that is defined and shows those components of the value stream. So you see across the top, it doesn't show it on the slide, but again the triggering stakeholder, this is an external value stream, triggering stakeholder is the retail shopper. And so even though some of the stages you see there across this value stream model can be in common with an internal value stream, one that's from the focus of sales and marketing or something where you want to sell products. These stages as you'll see in the table are defined from the context of providing value to the retail shopper. They're the trigger. Each stage must in some way deliver value to that retail shopper or it doesn't really belong in this value stream. So the elements need to be defined. You see across the top of the stage, the description of that stage, as Alex said, the participating stakeholders in that particular stage entrance, exit criteria, and what's the value item coming out of that specific stage? So hopefully as you look into that, those definitions, and if you go across to the right side and focus on the value being delivered, you can see that what we tried to do was be clear, even though advertised channels, for example, might sound like something that's internally focused, the retail shopper can't find your offerings and your products, which may be the one they want, unless there's some way to be able to access that. So that's a retail channel available to the customer. So I mentioned, then they get more product options than they would otherwise. Enable the selection they have. If they are interested in choosing to buy something from you, whether it's at a storefront or online, on a web page, they're able to locate the exact desired product quantity at the price they want. Then of course, process, pavement, and then deliver merchandise, which is what they care about at the end. They get the product into their hands, given that it was the right product. So it needs to step through the defining stage to be clear about the key stakeholders that are involved with delivering that value to the retail shopper and then what value they get. So with that, next slide, please. Yeah, as Alex said, we were also tempted to go straight to an internal value stream. It is easier in your company, in your business, to focus on an internal value stream, this retail or recruit employee with the triggering stakeholder being the hiring manager that needs personnel. It's easier to think about because we tend to focus on our internal processes, our internal organization information, our systems. But this is an internal value stream that is focused on that hiring manager and getting the employee in the door. But it is not the same as those processes, those systems, those information. It is at the level of what is really delivering value. And then after you've mapped the capabilities, which we will show next, we're going to show you mapping this value stream to business capabilities as an example. Then and only then are you getting down to where you can then say how you implement that in your company to process information systems, technology, so forth. So let's step back. Recruit employee, the hiring manager triggers the need for employees to see the stages defining the position, communicating that position, assess responses from interested parties, the candidates, and then onboard the employee. So again, you see the definition for each of those stages down in the left. You see the specific key participating stakeholders in that stage, entrance criteria, extra criteria, and the value items in this case are still about that new stakeholder. What is the value to the hiring manager who at the end of the day just wants to end up with the right employee to do the right work for the company? So time and expense saved on search for candidates, efficient interview process, making sure to select the best qualified employee, and then of course at the end of the value stream, they want to end up with a productive workforce meeting the business commitments and so forth. So now we're going to use this value stream as an example of mapped business capabilities. So Brian. Please. So there's a question in the chat window on why in the retail shopper, why the retail shopper was not a stakeholder in every single stage? Good question. So what you didn't see on that slide is, if you look in the guide, you will see above the value stream model, that small table that Alec used as an example, making clear that the turning stakeholder forward, the whole value stream is the retail shopper. And they're the ones you're measuring value to in the whole sequence. So we as a practice don't see a need to repeat them in each stage where that stage is who are the key stakeholders that are making that stage deliver that value. The value must be measured in context of what's it providing to the retail shopper. So that small table, Gemma comes above the buy this stream model. Okay, thank you. So continuing the recruit employee value stream, you now see underneath each of those stages a set of business capabilities. In this case, you see them down to a level two capability. Program management, HR management is a level one. Then you see one or more specific level twos called out in that context. And so these business capabilities are literally vertically aligned with that stage because it is program and human resource matching done in the program management capability that is enabling that defined position stage of the value stream. Now, in this example, these are not all of the capabilities that you would have in your company that would necessarily be involved with communicating positions, interviewing candidates and so on. So for the purposes of clarity and brevity, we really match what we want to show out as very key business capabilities. Core ones are critical to that stage. And so you see a change in complexity from defined position. There's only a limited set of capabilities that are necessary for your company to be able to enable that stage of defining the position and producing value to the hiring manager. The last stage, onboard employee, I think it's much more complex because the decision has been made to bring the employee in. Now your company has to have a lot more capabilities to provide the ability to onboard the employee. It's not just the human resources and the payroll. It's also getting them assets. It's where they're going to sit in a facility sense dealing with security or background checks. It's managing the information about that employee and what systems they should have access to and so forth. So it gets a lot more complex. Therefore, you would expect to see a lot more business capabilities mapped at that level. But to be clear, these are not processes. These are not how you've implemented in the current day or in the future state those capabilities to enable that downstream stage. Next slide, please. So now with a mapping of business capabilities to the stages, we can start doing heat mapping. This is when you really get to something actionable where you can really start making decisions and improving the ability of your company to deliver the intended value because what we're showing here is green, of course, for the level two capabilities where we're saying, my company has all the capabilities and needs in those level one and level two capabilities to enable that stage. Yellow, meaning that there's some risk. I have some difficulties in policy management, which was not on the previous slide. I'm going to go ahead and explain that. So that policy management on the lower left, that is shown as yellow because there are risks in my company at understanding how we disseminate policy to the hiring managers so they know what some of the rules and constraints are on hiring employees. The reason that policy management capability was not on the previous version is because when we got to the heat mapping, we then realized that there was a missing capability mapped to that position because there are issues with disseminating policy. Over on the right, we see some red elements in the heat map because we have some problems with how well we're tracking the onboarding in human resources as we onboard the employee. We have employee information management and some difficulties with making that cohesive on the lower right. And so those are the big gaps that the company needs to go address and do something different to enable the onboard employee stage. So next slide, please. We'll all start the conclusion and then hand it back to Alec. What we hope to show here today is that I think is an important business architecture technique. They are distinct from the operational level of your business. They're distinct from processes, information, the systems, and so forth. They provide a means to measure value to specific stakeholders.  You will have internal value streams that deliver value that make you more effective, make you more profitable, grow your company, and so forth. Those are the stages of moving that value through, not how you've implemented it through your organizational map, through your processes, through your information systems, and so forth. Value streams provide a rich-related counterpoint to business capabilities. The great power is in combining value streams, the stages with mapped business capabilities, doing the heat mapping, and then being able to clearly show at a higher, more effective level where you need to improve business capabilities to improve a key value stream and deliver better value to those stakeholders. And they're a tool set to model the most critical paths of how your company delivers value. Taluk, would you like to close? Yes. Thank you. Back to what we said at the beginning, this is business, the value streams are a complement to capabilities. And so fundamentally, if you're going to look at using capabilities as a way, business capabilities as a way to describe your enterprise, then a value stream and the value stages is a very good complement to try and make sure that we're aligning the capabilities that we've decided that we need to enable an operationalized business in a way that they actually deliver value to stakeholders largely to our customers' stakeholders, but all stakeholders within our enterprise. And it's important to consider that there's many ways to try and visualize value and that there's going to be some overlap. But this is, again, back to using capabilities as a way to support your planning process to say, do I have the necessary capabilities? Do I have too many?


Hello everyone, welcome to today's segment of discussion. Today we are going to discuss on the evolution of science communication in India, the ethics and laws which are concerned with science communication as well as a brief overview of environmental communication. And we have with us Dr. Manesh Kumar Patariya. He is a scientist. He was the director of National Council for Science and Technology Communication, Ministry of Science Technology in the Government of India. Welcome to our show, sir. Hello, thank you very much. Sir, today's discussion is basically about the evolution of science communication. Like how did it evolve? What are the genesis of it? What factors led to its evolvement? So could you just briefly elaborate on that? Science communication in general is very important for the common well-being of the society. And generally, the country is now facing various kinds of problems, be it illiteracy and general interest in taking science as a career among the youngesters is declining. There is insurgency in various areas, unrest among the youth. General recession, financial recession, although we have been able to overcome that very swiftly. But these are the issues. These are the problems. And the general people are lacking of important information confronting their day-to-day life, especially the scientific information. And by virtue of that, they can shape and save their lives. So in these perspectives, science communication is very, very important as far as the developing country, especially India, is concerned. How it came into being, that is very interesting to understand and to know. As a matter of fact, the development of science and technology itself has paved the way for the evolution of science and technology communication as a fundamental activity of humankind. You know communication is very important. It began from the body language and from the ancient kind of communication that we can call it the primitive aspects of communication, like communicating through signals, communicating through science, you can make some sign. So such kind of communications were available. But science communication can be attributed from the development of the fire churning technology. Fire was one of the greatest invention, innovation of humankind. Because prior to the innovation of fire, people used to eat the raw food. So they started roasting their food. They started cooking off their food.  So there were some sages who were able to develop some kind of technology that was called the fire churning technology. It consists of some kind of rod and some cavity and that rod has to be churned into the cavity.  So that fire churning technology that was the first kind of communication channel that was being used for that can be attributed as a primitive kind of science and technology communication. Then came the spoken word, then language has been developed. Through language they were able to communicate. Then came the written word. They started writing on leaves, on barks and subsequently the paper was invented and they started writing on paper. So that is how the science communication has progressed. But one problem remains all the time of antiquity. The problem was that the scientific communication or what we call the knowledge communication was confined to a particular language and that language was never been the language of the common man. So there was a requirement how to convert that technological language or that literary language to the common man's language. So that interpretation was very very required and for that purpose we required communicators. These days this terminology of communication or communicators may not be in existence. There were interpreters, there were narrators in the royal courts, in the courts of royal kings. So there were interpreters. They used to interpret the scientific knowledge from the scientifically composed texts, interpret them to the king, to the people who are really the beneficiary of that knowledge. So there were three sets of people were available. One, the creators and custodians of the knowledge. Two, the narrators and communicators or interpreters of the knowledge. And third, the end users of that knowledge. So that prevailed for quite a long time. Then subsequently a proper system of communication has been developed. Newspapers came into being and through newspapers they started spreading scientific knowledge to the people and the science itself is a latest development and scientific temper is more latest development. So then subsequently there were editors, especially science editors, science reporters, science communicators. So they added to the process of science and technical communication. Prior to independence there were hardly any trained science communicators only in the science communication people came out of their passion, out of their inclination and out of their interest. And I am happy to learn from the history of science and technology communication, history of science and technology, especially the Indian National Science Academy they have brought out a concise history of science in India as well as they have brought out a concise history of technology development in India. These two books are very, very important while understanding the growth of science, growth of technology and growth of science and technology communication as far as Indian subcontinent is concerned. And from that I have learnt that over the period there were many activities they came into being like writing books. Dig Darshan was the first newspaper, recorded newspaper from West Bengal, from Sirampur, it was brought out in 1818. Initially it was being published in Bengali and some people say it was also translated in English. It was also translated in Hindi. So it was available in three languages and which is started giving some science articles. That was the first one. That was not the first science publication. That was the general publication, carrying some scientific information into them. And that information... The medium of language was in English or...? It was basically in Bengali. It was also available in English. It was also available in Hindi. Because the copies are not available of that publication but only it is learnt through some reports, through some publications, through some review articles. So that is the information we are able to gather. So this is how the science communication has progressed. Then prior to independence they came into being some societies. Like there was in Udisa, Udisa Bighyan Samiti was there. They have brought out some books. They have brought out some more publications. In Assam also, many such efforts were taken at individual level, at societal level and they have brought out various publications. Similarly, then after independence they came into being Kerala Shastra Sahitya Parishad, Karnataka Rajya Vighyan Parishad and Vighyan Parishad Prayag. They have started a science magazine called Vighyan in 1915. So since then it is continuing like a monthly, monthly popular science magazine. CSIR also started in 1952, Vighyan Prakati. Subsequently they started Science Reporter, then Science Kiduniya and Urdu, Science Reporter in English, Vighyan Prakati in Hindi. So that is how these publications and various popular science publications they progressed in a way so that they can cater to the common man's interest in science and technology communication. And in 1982, to coordinate and to motivate and to bring all these efforts under one umbrella, Government of India has decided to constitute a body in the name of National Council for Science and Technology Communication in 1982 that has formally started working in 1984. Since then, this organization is bringing all of them together and combining all the efforts of science and technology communication in seven major areas. One, the training imparting for any kind of work we require trained manpower, so as in science and technology communication. So one aspect is very important that is training. The council provides training. It catalyzes and supports various training programs, short term training, immediate training, long term training with the help of various institutions, various organizations, NGOs, universities, scientific organizations. The second one is development of science and technology software. Software has nothing to do with this computer software. It is not computer software. Software means any material that contains a scientific information. It could be a CD, it could be a book, it could be a TV script, it could be a radio script, it could be a cassette. So whatever stuff printed or in the form of digital communication, if it carries some scientific information, it is called science software. So NCSTC, apart from training programs, it also promotes development of proper science software in various languages. Incidentally, we have 22 regional languages. So we are not only responsible for only one or two languages. We are responsible for the entire country. So we are promoting science software development in various languages and not only in basic areas but applied areas also. So all scientific issues, all scientific aspects, they are covered under this area. Third one is networking. Networking is the buzzword, the key word in today's global scenario. Unless we have the right kind of networks, we are unable to reach to the noxious corners of the country. So for doing so, we have evolved networks at local level, at state level, at national level as well as in the international level. Networks of individuals. Like we have a network in the form of Indian Science Writers Association. ISWA. And that is a professional body of science communicators of the country. You need to become a member of that to get access to it. Yes, if you like, you can access the website. Anyone can become a member of that? Anyone, if you have an inclination, if you have proven ability, if you have published some articles, you have broadcast some articles or some talks or you have given some TV shows especially on science and technology communication, it should be evident from your work. So if you get all these things together, then you can apply and then definitely it's, they hold meetings from time to time and they will give you the membership. Apart from NCCC network, we have yet another network in the country that is also a very important network that is called All India People Science Network, AIPSN. What is it called in Delhi? It's generally it originated from Kerala and yes, some people they stay in Delhi, they have some offices in Delhi also but it is moving. Sometimes they organize their conference. Incidentally couple of years back they have organized a conference in Govahati. It takes place once in two years almost. So from time to time they organize a conference and bring all the science communicators, science communication, professional science communication organizations together to discuss and churn out some new ways and means for making science communication more effective. And apart from that, we have also yet another international network that is called International Network on Public Communication of Science and Technology. And recently last year in 2010, December, we have organized an international conference with participation of something like 600 people from 53 countries in New Delhi and the topic wise science communication without frontiers. And so these are the various networks and prior to that we have organized another international conference under the umbrella of International Network on Hands on Science because to trigger an interest among the younger students we have to use the hands on experimental things. So for doing so, we are part of this network also and Ahmedabad in 2009 we have organized the sixth international conference on Hands on Science with participation of something like 300 people altogether. So that is how this science communication is growing simultaneously in the world as well as in the country in India. And NCSTC being a nodal agency is taking role and so these are some of the areas and now we are trying to emphasize not only on training and software development part but also networking. So third point was networking. Fourth point is policy making. So NCSTC is also responsible for making policies on various aspects of science and technology communication like what elements should be covered in science and technology communication like sometime we come across various superstitions, various problems incidentally we have devised a program for wiping out these superstitions in the name of such to kuch aur hai. I mean seeing is not always believing. Generally it is believed that seeing is believing but through this activity we try to prove it seeing is not always believing. So that kind of program is becoming very, very popular especially in the far flung areas of the country and now as a result we have been able to observe some changes if someone goes into the villages, deeper into the villages and try to just be full the people through their tricks they say no, no, we know all these things, all these things don't do it here, go away. So that is how these changes are taking place through efforts of science and technology communication. Then a special program on environmental communication we have devised. Women component program because women's are very, very important the first half of the society. So we are trying to focus on women oriented program as well. So these are various areas of science and technology communication activities taking into place in the country and we are also well aware of the international scenario and we are trying to develop some international programs collaborative programs with various countries and this year we are working on a joint project with Brazil and as part of this program we will be organizing a workshop in India and simultaneously in Brazil to train the proper policy makers and stakeholders and bring all of them together to exchange to have exchange program because we might have developed some new modules like Vigyan Jattha is the Indian innovation. So some other countries if they wish to utilize this activity so we can provide the technical know-how or the knowledge. Similarly if they might have developed some new kind of methodology for science communication we can bring that to our home country. So that is how we are developing the exchange programs for respecting the science and technology communication. So these are some of the areas I thought to share with all of you so that you have an understanding that how the science communication has progressed and evolved and now shaping taking various shapes and various directions as far as Indian scenario and international scenario is concerned. You have talked about like the government's role and different organizations are there. What about the private organizations? I mean are they also contributing the same way and about the NGOs? I mean which are the major areas these NGOs or private organizations are working upon? Are they spread all the length and breadth of the country or in a particular localized area they are doing? Okay so I think that is a very very important question and while describing the evolution of science and technology communication I have mentioned some NGOs already I have mentioned some NGOs and these NGOs are already part of our whole campaign all campaign of science and technology communication and one element I wanted to bring over here that is that is called the CSR Corporate Social Responsibility This most of the companies they have Yeah so between the government sector, private sector and the NGO sector we have very very potential sector the corporate sector and corporate sector is the one they have the funds, they have the infrastructure so at the same time they are using they are using our water, they are using air they are polluting air, they are doing all these things they are using various resources, natural resources other countries resources so they have the responsibility to serve the people and take care of their interest as well so as part of that CSR corporates social responsibility they are doing some kind of program and we are joining hands with them like with CII Confederation of Indian Industry we have developed some programs on science communication even Intel has also come forward for a program on innovation and we organize some fairs on innovation subsequently it is national level fair then our participants they also get the opportunity to participate in the international innovation fairs as well so these are some of the programs we are now taking place and especially the NGO sector because NGO are they require funding they require funds, they do not have their own funds government organizations give them funds yes so they also come forward and joining hands for taking up various kinds of programs and whatever activities NCSTC or some other organizations the government organizations are organizing definitely they are organizing through the NGOs and through state governments as well because when we want to spread the message of science and technology we require various hands and our hands our arms are state council of science and technology in various states of the country NGOs, universities, scientific and research organizations private sector, corporate sector all of them they come under one umbrella for the common cause of science and technology so there is like a private public partnership oh yes why do you go for this in the science communication and we are trying to enhance these activities also because this is the time we can promote public-private partnership as well and these are the areas where we can explore more opportunities and go much deeper and in a much bigger perspective okay now like we are quite well aware of the different laws as well as the ethics which are related to media and like we have different laws even I think in science communication we have such laws so can you just briefly elaborate one or two laws and how are they applicable in science communication what are the benefits that they give for instance we have this Indian patent law so for this purpose like we give patent to those people who go for innovations and discoveries or something else these laws and ethics are very very important especially when it comes to science communication profession and one of the important thing is the copyright act copyright act is also very important as far as science technology communication is concerned generally as I sometimes used to say that science communicators or science writers they are generally blamed or criticized for plagiarizing the things because they generally it is understood that they generally collect information these are not the creative communication like writing a poem, writing a story so these are the creative kind of communications creative kinds of literary materials they come from within but here he requires some information he requires some scientific inputs so these inputs have to be collected from various publications through internet through various documents and these documents can be referred properly sometimes it happens that if you take information as it is so that comes under the that is infringement of the copyright act so what is the suggestion what would be the suggestion for the science communicators or the science writers you collect the information you are free to take the information but that information you should be able to interpret in your own words that is very important you should not take as it is and don't blame the other your trainers that you have told that you can collect information from primary sources incidentally there are four kinds of sources of collecting information number one is primary sources primary sources they are known as research papers thesis patent specifications or scientist himself or herself who is conducting the research in the laboratory on his or her own area the scientist is the primary source his research paper because research paper is written by the scientist himself who has conducted the research himself or herself research paper is the primary source then thesis you have done PhD and you have written your thesis so you are the originator you are the creator of that knowledge in your thesis so you could be attributed as the primary source so always we keep on suggesting to science communicators always go for the primary source don't go for the secondary tertiary or other sources of communication because the primary sources are only reliable sources if you go to tertiary and other sources there is it is likely that the information gets distorted so you should not be you should not take the responsibility of distorting the information so it happens it is a natural process sometime it happens because if you take information from the newspaper suppose newspaper is the worst source source of writing and article newspaper you can take a cue if something happened there is some news break you can take that only but for collecting the scientific information you have to refer the original source the original data that is the research paper even encyclopedia is not the primary source encyclopedia is considered to be authentic but encyclopedia is not written by the same scientist who has conducted the research the encyclopedia article has been written by a professional by a professional who might have not conducted the research himself or herself so encyclopedia also comes under the secondary tertiary sources then your secondary sources are semi-technical kind of communication like your various various magazines are there they are semi-technical half of the stuff is on research and half of the stuff is on popular like writing technical reports technical reports is neither popular nor primary so these are the sources available for the primary sources of communication and don't go for the secondary tertiary or other sources of communication even internet is not considered to be the authentic source of communication sometimes we tend to collect information from the internet that is not a good practice always go if you find the original research paper in the internet that is fine but from internet you cannot collect information from here and there or from some unreliable websites or unreliable sources so suppose if you are taking information from a reliable sources so always give it's credit that is very important and don't copy the material as it is just try to convert it into your own language so that is the way how we can overcome the problem of the copyright act and copyright is for writing book reviews and if you are taking some excerpts of that book it doesn't come under the category of copyright similarly in digital in electronic media also if you are taking something like some 10 second stuff if you are taking it also doesn't come under the copyright act so there are some exemption also but generally if you are taking some information you are liable to give some credit to them so that is one then comes the patent act patent act is also very important suppose some innovator something and you being a media person the innovator approaches you or you approach the innovator for a coverage of his innovation and if you are giving the coverage in the media now three elements come in your way and as well as in the way of the innovator number one the innovator might have invented something that someone else might have invented earlier who knows then he or she can claim that he is the first and two innovator not this gentleman then you are in the problem and that innovator is in the problem number one number two second problem is as per the patent act any innovation what is already published that cannot be patented so by way of publicizing his innovation you are in fact generally diminishing the possibilities of his patenting eventual patenting he will be unable to get the patent for his innovation if it is published because the idea is something is published so after reading after viewing after watching there could be many claimants of that innovation incidentally when Graham Bell the innovator of telephone he invented the telephone and he did a mistake he demonstrated his model in an exhibition and after watching that model in the exhibition something like 100 patent applications already in the patent office before Graham Bell himself applied for a patent and he had to fight a long battle finally he won and he had to prove that he is the first and true inventor but there was a long battle long hassles he had to face to avoid all of them the publication of an innovation unless you have a patent certificate in your hands so always as a media person you always ask an innovator you show your patent certificate so if he or she possesses a patent certificate valid patent certificate only then you go for its publication there is no hurry for that so that has to be taken care of even he is a true and first innovator if you publicize that there are chances that he should not get for his innovation various aspects are attached to it and whenever you are reporting new research so ask for research paper generally what happens some research is going on but that research may not be patented research cannot be patented in general because patents are a different innovations research is not patentable research is validated by the peers who are the contemporary scientists who are the experts in that area they validate that research suppose you have done some research this research is being published in the form of a research paper research paper has a peer review system journal has a peer review system then research paper is sent to various reviewers reviewers give their reports and accordingly that research paper is being published so unless the research paper is published you cannot publicize that research also because that research is yet to be validated by the experts in that particular area so be careful about all these issues so these are some of the laws you must take into consideration similarly there is one environmental protection act environmental protection act also helps you to give the information that is reliable so always go for a reliable information similarly there is atomic energy act atomic energy act prohibits you giving the interior information of a nuclear plant in the media you cannot enter a nuclear plant unless you have a valid permission for that although it is a government establishment but you cannot enter over there at the same time you cannot give the internal internal information the structure you can give the scientific information involved but for a particular plant this particular plant has this kind of this thing and these are the interiors these are the length, width and all the technical details you are not supposed to give so reference from infringing all these such acts and that is important these are the scientific acts and science communicators must be aware of all of them so thank you sir so much for your healthy and very description regarding the development of science communication in India as well as the discussions regarding the laws which are concerned with science communication and a little part of environmental communication so thank you once again for being in the studio with us thank you very much and thank you to you all