Next up, let's welcome Alistair Simpson, VP of Design at Dropbox.  Dropbox just happens to be entering its third month of working virtual first. And now we're going to get an exclusive look at the lessons they've learned and what they're doing along the way. Alistair will share his guidance on how to steer a company-wide mindset shift, how to focus your team's work, and how to ensure that people feel a sense of connection and belonging throughout the transition. You'll leave this talk with a framework that you can learn from as your organization implements remote first practices. Hello, my name is Alistair, the VP of Design here at Dropbox. And it's wonderful to join you today to share some stories about our transformation as we've shifted to virtual first with a focus on moving from productivity to purpose. Now many of you may be wondering why the VP of Design is up here talking about the future of work. And to be honest, you wouldn't be the first person who's asked me that question. Now I'm going to answer that puzzle in just a second. But first, we all have the ability to be creative. But too often, curiosity and creativity are educated out of us. But the heart of creativity is the ability to ask great questions and to challenge assumptions. But we're not taught this at any point in our schooling. And very little time is spent on things like working with hypothesis and experiments. We're simply programmed to pass tests in order to graduate and get nine to five jobs. The norms are formed and when we follow them without question. Now before I'm a designer, I'm a father. I have two young kids, Frankie and Buddy, who are aged six and four. Now kids are messy. They don't approach problems with process. They're inquisitive and they're creative by nature. And it is proven that giving kids unstructured play time helps with creativity. Yet many parents in schools still structure their kids time down to the minute. Schools even have bells to signal the end of the day. Learning by rote is sadly still commonplace. Now there is a deep societal connection between the way that we teach and the way that we work. And whilst modern officers do not have bells to signal the end of the day, they still mostly operate as they did 50 years ago. Nine to five, co-located, synchronized in time. Fortunately for my daughter Frankie, the school she attends doesn't do tests. Or wrote learning. There are no bells. They don't have single age classrooms and the job of education doesn't solely sit with the teacher. Instead, the children are organized in mixed age classes where they can help one another. Teachers pose questions to the kids. The kids then ask questions in return. They create hypothesis and run experiments to see what they learn. So from a very young age, they're taught the fundamentals of design. Asking questions and challenging assumptions. But in reality, it's simply tapping in to the innate creativity and curiosity that all children have. Like the majority of our education, our work environments have simply not kept up with the pace of change. The tamping down of creativity from a young age has spilled over into work and is why we haven't seen how we work really evolve until COVID-19 happened. But then overnight, we were forced into a big work experiment to challenge long held assumptions and ask better questions. Now I'm guessing for many of you, being forced to work remotely has, for the lack of a better word, really sucked. But it's here to stay and it doesn't have to suck. In fact, we have a unique opportunity to tap into our creativity to redesign work for the better. Now this is why you have the VP of design up here talking about redesigning how we work at Dropbox. Because if you get creative and open your mind to new possibilities, challenge norms and commonly held assumptions, you can use design to address common pain points of everyday life and also work. Now we have to look back to see our path forward. The story of how work begins with the industrial revolution. When our hands were replaced by the machine as the primary tool of mass production, now in those days, we were simply trying to be productive. Today, knowledge workers rely on our minds as well as processes, servers and Wi-Fi networks to grow the global economy. But as we have evolved, how we work hasn't. Just like factory work, we still try to gather in one place at the same time, even via Zoom. We still expect work to start at 9 and end around 5 p.m. Technology and incessant notifications that offer the false promise of making us more productive are actually more intrusive. In fact, modern technology and being always on leads to less time for family and life outside of work and often ends in burnout. And I'd argue that checking off tasks all day or being productive drains the purpose from our lives. So I genuinely believe that the next frontier will be driven by shifting us from productivity into purpose, from our hands to our heads and into working with our hearts or purpose. And so if we focus on purpose, we no longer have to accept the assumptions around how work gets done. I've recently put this theory to the test by helping Dropbox redesign from a co-located office culture to one that is virtual or remote first. From traditional ways of working into human-scentive ways of working. So using the fundamentals of design, I've teamed up with our chief people officer and a crew of creatives to rework all of the habits and norms from pre-pandemic times. This includes how and why we gather, how and why we communicate. And the culture we reinforce through our corporate structures. And what it really entails is a new system of beliefs and behaviors that inform how we show up every single day. Now as a designer, I often start with a set of principles. First principles thinking is one of the best ways to reverse engineer complicated problems and unleash creative possibility. The idea is to break down complicated problems into basic elements. And then reassemble them from the ground up. And this is where we started our virtual first journey at Dropbox. By creating a set of principles based on competitive analysis, insights from other companies, and insights from our own employees. Now those three principles were to maintain human connection and culture. We recognize the importance of preserving human connection as we still believe that in-person engagement is critical to fostering our culture. But importantly, we want to ensure that we keep a level playing field for all of our employees where everyone has equal opportunity to succeed, no matter where they are located. The second principle, flexibility and freedom. We want our employees to have more control over how and where they work. By increasing these choices, we'll have an expanded and more diverse talent pool from which we can recruit. And the last principle to maintain a learning mindset. This principle underpinned our approach and serves as a foundation for everything that we're doing. We've remained nimble and adopt the same philosophy we use to develop our own products to build, measure, learn and adapt. As a designer, I aim to put the customer at the heart of everything that I make. And in this sense, our customers were the 2,500 Dropbox employees. So as we ourselves were forced to work from home when the pandemic first hit, we started to turn human-centered design inward. And we ran research on ourselves and allowed our employees to co-create this journey with us. My research team conducted a study around how the shift to working remotely was going for people across the company. We talked to a diverse group of people who represented different roles and departments as well as life factors such as caregiver status. Through the study, we uncovered powerful stories about how people finally felt like they could take pause and eat dinner with their kids without feeling guilty, how they felt that because everyone was remote, the playing field was leveled because nobody was at headquarters anymore. We heard about how people are finding ways to spark inspiration for their team as culture is shifting from tangible to intangible. We also heard dozens of ideas that could help us feel more connected while we're apart. The study helped us see that as we redesign major aspects of our company, our people find new and innovative ways to adapt company culture, to help propel us forward. Now sometimes you have to slow down in order to speed up. Momentum does not always mean progress. With the end of the pandemic seemingly near, employees were clamoring for information and decisions around our future of work strategy. Would we ever return to the office like we were before? Would we go remote only? Would we adopt a hybrid model? Instead of rushing to answer these questions immediately, we took time. We communicated clearly about our progress. We wanted to ensure that we were shifting from a focus on productivity to purpose for our employees. Allowing employees to feel purpose in their personal lives, as well as in how they contribute to our company. So purpose beyond the workplace means that modern employers need to look after the entire human. And this encompasses personal life decisions around kids, caregiving responsibility, mental health, and much, much more. Now taking our principles, our insights and our data points, is how we landed on our virtual first approach to work. And at Dropbox, virtual first means every employee's primary way of working will be remote. We will be working from home. But importantly, we are retaining our offices, but switching them to collaboration spaces or studios as we're calling them. We recognize the importance of meeting in-person, but we want to do so intentionally. Our studios are places where teams can come together to collaborate in-person roughly once per month. They're basically not for solo work. We want to keep these in-person moments meaningful and magical. Now as we transition to our virtual first future, we knew that we had to help our employees go from an old way of working or thinking to a new human-centered way of working and thinking. And this is where we anchored our approach on three key behaviors or mindsets that we wanted employees to go from and then to. And I'm going to talk you through those three now. Our first mindset shift has been helping employees focus on the outcomes that they're achieving and less on how busy they actually are or feel. So going from busyness to impact. Now imagine this very common scenario. It's Friday night, you sit down with your partner and you ask how their work week was. The typical response is, it was a really busy week. Now think about that just for a second. As a society, we have equated busy with good or at least we haven't accepted it as the norm. Now how much better would it be if you could respond to that question with, I really did some work this week that positively impacted our customers and our business. So as a society, we need to shift the conversation away from hours spent at work or butts in seats mentality. I find it abhorrent that some companies actively track employees time. We must move towards an outcome-focused culture measured against solving real customer problems with goals that are framed around that problem, not just a win for the business. So how do you actually do that? Now at Dropbox we started with our company values. We've recently updated those values and we updated one of them to they win, we win. This sends a clear message from the top that if we focus on our customers, they, then our business, we, will follow. Now we back this up in product reviews by asking for the customer problem and goal and not just the business goal. It's a really simple yet effective way to connect an abstract company value into real product work and also to let everyone know that we are focused on impact to our customers. Next, one of the key problems employees have felt even before the pandemic was of being always on with numerous meetings all day every day. The old nine to five had been extended by smartphones and the implicit expectation to always respond. Now this may give the illusion of productivity but research shows that it also leads to burnout. To combat this, we created a set of core collaboration hours which is roughly 9 a.m. to 1 p.m. in an employee's local time zone where we ask employees to be online and available for meetings or synchronous virtual collaboration. This encourages short bursts of synchronous work which research shows makes teams more effective. Outside of this time, employees can create their own non-linear workday which suits their own personal needs. So instead of mandating be present all day nine to five, we're focusing on outcomes instead of measuring time. So for me and many other parents, this means being able to pick up my kids from school a couple of days per week or take breaks in the middle of the day to get some air. It has given me and many employees permission to focus on their own personal needs without feeling guilty. My calendar is also open for everybody at Dropbox to see. It's not locked in private. I've published an internal company blog post sharing how I'd set up my calendar to give me better work-life balance. Changing people's mindsets is hard and you need to model the behaviors that you expect from the top down and then make them incredibly visible. Creating a non-linear workday with core collaboration hours built in also encourages space and distraction free time to really focus on a specific problem or as author Cal Newport calls it, deep work. Deep work is the ability to focus without distraction on a cognitively demanding task. It will make you better at what you do and it will provide you the sense of true fulfillment that comes from craftsmanship. It is like a superpower in our increasingly competitive 21st century economy. And yet most people have actually lost the ability to go deep instead spending their days in a frantic blur of email and social media not even realizing that there's a better way. So all of the above has allowed us to focus on impact to our customers and our business versus just being busy and always on. Our next mindset shift has been helping employees change how they feel from being overloaded with too many meetings and notifications into a state of being focused and effective. And one of the most common reasons that we are overloaded is that we create too many synchronous meetings and we make it okay to constantly bombard one another with emails and instant messages. We've created a cultural norm where being back to back all day long equates to some badge of honor and the illusion of being effective. Sending a quick Slack or email is also deemed okay when if you think about it both of the equivalent of walking up to a colleague and tapping them on the shoulder to ask them a question every few minutes. That's hardly very humane. Now we all like having meetings because we enjoy bringing people together. We assume that our teammates are committed to paying attention to the issues that we're discussing. We also assume that someone else must need the information that's being shared and we often forget to ask to question why we're in the room and what the purpose actually is. We assume that someone else important scheduled the meeting and there must be a reason. The same for that report that we write every week. Someone reads it, right? Now these kinds of assumptions are convenient and they help maintain our office rituals. But to combat this, the Dropbox, we made it okay to say no to meetings. We've given official guidance on how to say no using messages like this. Thanks for inviting me. I'm experimenting with limiting my meetings to the 3Ds, decision making, discussion and debate, so I can get back time to focus. Since this is a status update meeting, I'm wondering if we can try to cover it over Slack or email first. If that doesn't work, I'm happy to chat more. Now I have personally emailed meeting organizers and asked the purpose of a meeting and declined until I received one. A meeting without an agenda should be automatically declined. Again, as a leader, it's incredibly important that I model these behaviors that I want to see in my team and the rest of the company. Now I just mentioned the 3Ds and we communicated that synchronous meetings must be reserved for those 3Ds. Important discussion, important debate and important decision making. If your synchronous meeting does not meet this bar, for example, if you're just giving an FYI or a status update, then you should not be having it. There are better ways to cover things like status updates that do not involve a meeting. Many of you may be wondering if we've cut down the number of hours available for synchronous collaboration, made it okay to say no to meetings and prioritized what meetings are actually used for, how does the majority of work actually get done? Now to support moving from overload to focus, we've asked employees to work asynchronously by default. This means instead of reflexively scheduling a meeting for everything, try to figure out what you need answered and how you can share it asynchronously. For example, via a Dropbox paper document, in JIRA or one of the other asynchronous tools that we use. This forces you to be more inclusive and thoughtful in how you communicate. This is inclusive because your teammate may be in a different time zone or looking after a child as part of their non-linear workday. So you can allow them to respond in a time that is convenient to them, as well as keeping work moving forward. Spending time to write down your own thoughts is also much more thoughtful than tapping someone on the shoulder every few minutes via Slack or just reflexively scheduling a meeting without an agenda. Now our last mindset shift is helping people move from disconnection to feeling like they actually belong at work. Now it is a common misconception that working remotely means you are automatically disconnected from your team. We need to help people unlearn this. I have worked in plenty of office-based environments where the culture was sterile, not inclusive and did not foster a sense of purpose or belonging despite everyone being located in the same four walls. You must be deliberate about building purpose and belonging into your culture regardless of whether you're remote or in office. If you're not deliberate about building purpose and belonging, whether you're remote or in office, you will have problems. Now at Dropbox we're being deliberate about encouraging connectivity and a sense of belonging. Belonging to us means a sense that your perspective is welcome and that you are accepted, full stop, by your team and the company. So we rewrote our own definition of culture and we shared this with the company. And so for us, Dropbox culture is our shared set of values, beliefs and actions as we work together each day. We then set about sharing a set of practical practices around how employees could reinforce our culture through their day-to-day actions. So to really scale our practices, we share our company values and tools through our virtual first toolkit. The virtual first toolkit is an open source guide on how to live and work when virtual first. And it's based on our own lessons and democratizing design thinking practices. Now as we evolve in virtual first, the toolkit will evolve with us. In fact, our second major update will hopefully launch today on June 30th. And I highly recommend you go and use that latest version. Now for example, a toolkit has a simple how-to guide of how to run an inclusive virtual meeting. Virtual meetings are incredibly important moments where you can share your virtual, show your virtual teammates that you care about them and are creating a safe and inclusive environment for everyone. We also have practices around how to structure your calendar to enable better work-life balance or how to say no to meetings and much, much more. To be clear, the virtual first toolkit is not a set of hard and fast rules or policies. We hire smart people and we don't want to tell them exactly how to do their jobs. That is how productivity happens. We want to give them practices, frameworks and guides to help them achieve great purpose in their work as well as their personal lives. And we believe that the workplace of the future must help people create an environment in which they feel like they belong. And so inspired by the principles of tarot, we designed a set of corporate tarot connection cards to build connection through the power of stories and play. A simple set of cards can take a team from dysfunctional to aligned to fostering trust and care. And we also developed the diversity and inclusion toolkit to help teams build more diverse and inclusive cultures. The lens of design is what distinguishes this kit from the many excellent resources that already exist for diversity and inclusion. When designing, we ask questions, we define problems and we explore a range of solutions. We work alone and collaborate with others and iterate as we go. And this kit suggests a similar practice when building culture. Both of these kits, if you search for them are available online for anybody to use. As part of a research study we carried out, we found that one of the facets to cultivating belonging was encouraging cross connections between colleagues. In an office environment, architects will design accidental collision spaces deliberately to foster this type of connection. The keywords here are deliberately designed. And we've taken this to heart as we've redesigned our offices into studios. While we are remote first, we have retained our offices and repurposed them to intentionally designed studio spaces. These are intended to enable meaningful moments of collaboration and culture for employees. They also help us live our principle to preserve our human connection and ensure a level playing field for everyone. This means that our studios are designed to foster collaboration and culture building moments, not individual or solo work. We've kitted out meeting rooms with large virtual whiteboards, made sure that there are intentional areas for focused deep work between meetings and rooms can be easily reconfigured to suit the size of the team that is gathering.  And we also have a complete guide of how and when to use them for team collaboration as we reimagine the future of the in-person work. Now, all of these investments help us to encourage a true sense of belonging for our employees. Our behavior change at scale is hard. We're unpacking hundreds of years of ingrained habits. It's why you need to have both a macro, top-down point of view on where you think you're going. You need to give people permission to uphold your beliefs and permission to challenge the status quo, but also provide the tools to employees to empower micro-behavior changes from the ground up, things like the virtual first toolkit. So redesigning how we work may seem like it is outside the scope of traditional design teams, but it really doesn't have to be. All of us are experimenting as we define the future of work. And at Dropbox, we're simply deciding to be deliberate and apply an intentional design lens to the problem of how great work gets done. Now, as I close, I'm reminded again of my daughter, Frankie, and her perpetual question-asking at the dinner table. Questions like, Daddy, why do we have jails when we could find another way to help people change? Or, Daddy, why do people say you have to put the fork on the right side of your plate at dinner? And her constant creation of ideas, hypothesis, drawings to solve problems that she sees in the world. It would be easy to get mad at the questions or the drawings and the ideas. It would be easy to tell her why they just simply won't work and ask her to stop, but I don't. I encourage the curiosity. So next time you hear the same questions from your kids or your employees about why something is done a particular way, I beg you, please don't squash it. Encourage it. This is creativity at work. It is where we learn to unlearn habits or beliefs and behaviors that no longer serve us. And this is where magic happens and the future of work will be designed. And with that, I'd like to thank you and thank GitLab for putting us on. Thanks.


There we go. All right, I'll do this joke again. If she gets everything right, answer G. Desk. She figured it out. She hit her face. By the way, the next unit that we're doing is called logic and reasoning. So that was logic and reasoning. See, right there. Understanding jokes is part of it, believe it or not. Assuming that these two figures are similar, now what that means is they've multiplied this by some number to get all the missing sides and it's been the same number for each side. They're the same shape. Are they the same size, Zach? Say no. No, but they're the same shape. Similar objects are exactly the same shape. Find the missing measurements. Now the first thing you need to do is you need to find the one set of sides where we have a pair, where we know both of them. I said, you know what? I know this guy and this guy. That's going to be my conversion factor. Big over small equals big over small. And all I'm going to do for the rest of this is it's going to be cross-multiplying. I'm going to go like this. Big shape over small shape equals, now let's see, what does W go with in the big triangle? 12.  How do I solve this equation when I have one fraction equals one fraction? I learned it in grade eight. Cross-multiply and divide as a matter of fact. It's going to be 10 W equals 72, six times 12, W times 10. W is going to be 7.2. 7.2 centimeters. One more. X. What does X go with in the big shape? 15. So, big shape over small shape. There's my conversion factor equals big shape over small shape. How am I going to solve this? Cross-multiply. I'm going to get 10 X equals 15 times six, which is 90, I believe. Oh, this one works out evenly. X equals nine, nine centimeters. Makes sense, Nikki? So far so good. Okay, one of these will be on your test. I don't think it's the first question, but it's on there somewhere. I made up a test last night. Why? Because I asked you to. Oh, oh, why goes with which in the small? Yeah, as long as you get the same answer, don't you? Yeah, the nice thing is you could have gone small over big, small over big. The only issue is what you cannot do is big over small, small over big. You can't mix and match in the same question. You have to have the stuff lining up on the same level. Great question.  This one over that one, whichever one came first because I usually read right to left. 10 over six is going to be, why is the big one? Why over 2.5? Screen froze? Thank you for telling me. I need to learn how to troubleshoot this thing. Bear with me for one second. Cross-multiply, you're going to get y equals 25 over six. Now I skipped one step. I noticed that it's cross-multiply and then divide. I did the divide right away, too. That's going to be 25 divided by six. 25 divided by six. Well, 24 divided by six would be four and one, six. Is it 4.166, or 4.... I think 4.17, if you round out properly, isn't it? I would take 4.2. I would take 4.17. I would not take 4.16. I think I have to mark off and say round off properly, please. Go ahead. What have you got? Sorry, say that again. Lawyer with me later. Give yourself a wrong right now, but lawyer with me later. I need to see what you did, but it's easier to just look at it than trying to understand it from a distance. On your test, by the way, I think at the very, very beginning, I say give every empty to two decimal places unless I say different. So if you're not sure, go to two decimal places. Yes? It's not four. It's 4.16666. I'm going to take a half mark off, mister. Yes? So show me later. Mark it wrong right now and lawyer with me later. Zed, it's still going to be big triangle over small triangle. There's my conversion factor. What does Zed go with? Zed's in the big triangle and it goes with four. Zed over four. You're going to get Zed equals 40 and then I divide by six, which is 20 over three, which is 6.666, so 6.67. I would take, I would take 6.7. Seven is just rounding off way too much. I'll take a half mark off on this one because I'm not counting this quiz anyways and I'm telling you next time I'll take a half mark off. Any questions on those? Then lawyer with me later. All right, I stole this right from the notes, right from the homework.  Oh yeah, and the notes right about here. This is fairly similar. I combined it with a couple of charts from the homework, which I think we're right about here. Let's take a look at it. Original dimensions, it's a rectangle. The original dimensions are 2.9. How do I find the perimeter of a rectangle? There's two ways to find the perimeter of a rectangle. It's twice the length plus the width or you could just go to L plus W. Those will both give you the same answer. If you add the length on the width together first and then just double your answer, that's the same as times in the first one by two plus times the second one by two. In other words, nine plus two is 11 times two, 22. Now, I'm gonna show you how to mark this in a second. What it's going to be is, there are one, two, three, four, five, six, seven lines. What's this question out of? 14, two marks per line, but a half mark off for each square that's wrong. In other words, if you get four of these wrong, you get zero. This is gonna be 36. This is gonna be 30. I can't do that one yet. Two plus three is five times two, 10, 24 plus six is 60. How do I find the area of a rectangle? So the area here is gonna be 18. The area here is gonna be 72. The area here is gonna be 50. The area, oh, don't write so big, Mr. Duke. It's gonna be 50. The area here is gonna be six. The area here is gonna be 144. What's the heading on this column here, Adrian? You looked like you were dying on me, so I thought I'd pick on you there. Yeah? So this is the linear scale factor. That means this is what we multiplied our original dimensions by. Two times three, six by nine times three, 27. What's my linear scale factor in this one, Natasha? So that's gonna be times by two divided by three. It's gonna be take this number, six to multiply by two thirds. It's times two divided by three. That's how you multiply by two thirds. Four by 12 times two divided by three, eight. This one here is a bit trickier. I've gotta figure out the linear scale factor. Well, a five became a 15, a 10 became a 30. What is my linear scale factor? Three to one or three. You could write three colon one or if you just wrote three, I'm good. Oh, this one's forcing us to go backwards. If I know my linear scale factor is four to one and I finished with a 20 by 44, what was the original dimensions? Five by 11 divided to go in the other direction. Oh, which tells me my original perimeter was add them together in times by two, 32 and my original area was 55. I'll come back to this line because this is dealing with area scale factor. I'll come back to this line. I'll come back to this line. Let's fill in the whole first line now. What's the new perimeter? Add those together in times by two, 66. What's the new area? Length times width, 27 times six, 27 times three is 81 times two, 162, yes? Woo-hoo, I got some math game. Perimeter scale factor, there's two ways to find it. The way to find any scale factor is new one divided by old one. In this case, new perimeter divided by old perimeter. If you go the new perimeter, 66 divided by the old perimeter, what do you get? Now, there's another way to get your perimeter scale factor. Perimeter is the same as the area scale factor. In other words, the perimeter scale factor here is gonna be three to one or three. Perimeter scale factor is gonna be here, two to three or two thirds. You know what perimeter scale factor is gonna be here? Three to one. Here it's gonna be four to one. Here I don't know yet, here I don't know yet, here I don't know yet, but your linear and your perimeter are the same. Worth having here, worth memorizing. And again, Nicole, the second way you can find it is to always, you can always go new perimeter divided by old perimeter. If you go new divided by old, you get the scale factor of three. My new B, four by eight, add them together, 12 times two, 24 and 32. Oh, if I know my linear scale factor, what's my area scale factor? What was the relationship between linear and area? Not the same. David, squared.  Square, whatever works for you, but you got to remember it for the test. So it's not going to be three to one. It's going to be nine to one or nine. How do I square this one? Square the top divided by square the bottom, four over nine or four, colon nine. Uh, next row, new perimeter, 15, let's 40 at 90 and 450. I'm keeping you awake too much on my ball. You're good. Shloste. Mude. Mr. Mude. I miss you. Ah, I can help with that. Sorry about that at home, folks. You have to keep kid awake. Um, let's fill in this. My area scale, my, sorry, my linear scale factor, which is my perimeter scale factor is three to one. What's my area scale factor? Nine to one and I can find it two ways. I can either square this or if I go 400 new area, 450 divided by old area, you know what I'll get nine and off the clue in that it's over one. Did you say nine, Mr. Do it? No, Paul. I'm not saying no. I'm saying nine. Yeah, yeah, German saying no is nine. Yeah. Okay. So nine or nine to one. Okay. So far, so good. Coming back a little bit.  Let's see here. Um, well, no, I got my new dimensions 20 by 44. So 20 plus 44 is 64 times two is 128 is my new perimeter. Twice the length.  Really? You couldn't find the primitive rectangle. I think you quit. I would hope that you would, if you actually thought this quiz was for Marx and counted, you'd be going, well, I'll get every single blank that I can instead of just up and quitting when I get to a line that's tough. We'll do that here. Uh, new area length times width, uh, 20 times 44, 20 times 44, two times 44, 880. Yes. Woo-hoo. I'm doing that for my head. Now my perimeter scale factor is four to one. What's my area of scale factor then? What's the other way I could find that? Cause what if I didn't give you this new area divided by old area? I guarantee you 880 divided by 55 to 16. Okay. Now in G, I gave you the area factor. Okay. If I know the area of scale factor, how can I go backwards and find the linear scale factor? Okay. This is where you have to know how to square root, square root. So what's the square root of 36? And now I can say, oh, the new dimensions times by six times by six, two times six is 12, three times six is 18. And now I got two options. Now I could find the new perimeter. What was the original perimeter? 10. What's my scale factor? So I should also be able to go, don't make a mistake here. Two times six, two times five, okay. Five times two, that's good. Perimeter 10, oh, times by six. Yes. There we go. So 60 is this plus this times 260. Yes, it is. What's my new area? I can either go length times width or since I know my scale factor, it's going to be six times 36, which is the same as 12 times 18. Six times 36, 216. That one I know. Because it's six to the third power and I know my exponents. What's the perimeter scale factor? Same as linear scale factor. I'll probably take both. I'll take six or six to one. Certainly if it's a fraction, I'd look for either as a fraction or the cone. Yep. Okay. Area scale factor 49 to one. What's my linear scale factor then? Seven, which is also my perimeter scale factor. So that means these new dimensions came from this scale factor. What did I start out with over here then? If I ended up with a 14 by 28, how do we go backwards? Two by four. Divide, right? If you multiply by the scale factor to get that, divide by the scale factor to get back to your original, two by four, which has an original perimeter of two times four, sorry, two plus four is six times 12. Original area of eight and 14 plus 28 is 32. Is it 90, I don't know, 84, I think? And 14 times 28. Ooh, can I do this one in my head? It's going to be 49 times four. 50 times four is 200. So 49 times four, 196. 192. That's what I said. Listen closely. 392. Oh, good gosh, I'm way off. Okay, yeah, now the numbers are getting big enough that I can't do them in my head. All right, trickiest is when there's fractions. Here's my area scale factor. What's my linear scale factor? I'll give you a hint, something over something, two to three, which means take this times by two, divide by three. Six times two is 12, divide by three, four by 24 times two, divide by three, 16. The new perimeter is going to be 40, this plus this times two. And the new area is going to be 64. Perimeter scale factor, same as linear scale factor, two by three. So the way you'll mark this is each one of these is out of two, half mark off for each square that was wrong. That's how I would be counting it on Wednesday. That's how I'll be counting it on the test. Does that make sense? Clearing things up a little bit. It's so much fun, let's keep going. How can I not keep going? This is like a roller coaster ride where you know the ending is better than when you start. Oh boy, complete the following chart, it says, okay, I shall. Linear scale factor, six to one. Surface area scale factor, area squareia. What was the volume scale factor? And this you have to memorize.  Volume, you just got to remember, although you can usually figure it out from the units too, what is it? Where the 216 come from? Six to the third power. Cubed, volume is cubed. Volume is linear, cubed. Yep, you're right, 216 to one, or you could just write 216. So linear seven to four, that means 49 to 16. That's your surface area. Cubed, it's going to be 343 to 64, I think. You're going to have a calculator on the quiz, so I'll expect you to actually give me the number. No, I won't give you one reference. I won't give you one, you won't end up with something like this. That doesn't fit. I've kept them all below 1,000, well, in other words, I think the biggest you'll get is probably nine cubed, which is 800, no, sorry, good gosh, nine cubed is 81 times nine is 729, probably the biggest thing that'll show up. Well, no, maybe 10 cubed to 1,000, that's a nice number, but nothing beyond that. You'll be able to evaluate them when you calculate it, but you have to have a calculator. Oh, now they gave me the square, the squareia, the surface area. How can I find the linear? Ashley, what's the linear if this is nine to four? How can I go backwards in the other direction? Yeah, square root, square root. Now that I have linear, how can I find volume? Nine to the third, so I'm going to write in our notes here, nine to the third over four to the, or sorry, over two to the, not nine to the third, two to the, it's this, three to the third over two to the third, which is 27 to eight. All right, hot shots. Volume, they gave me the volume scale factor, how do I go backwards? If I square root for area scale factor, what do I do for volume? Cube root, okay? So you need to know where your cube root button is. Now you have some of these memorized, I know some of you do, but just in case, my cube root button is there, cube root eight, the linear scale factor is two, area scale factor is four. Again, they gave me the volume, it's going to be cube root, in fact it's going to be this. The cube root of 125, 125 Mr. Dook, over eight. Now how do I do that? Cube root at the top divided by cube root at the bottom. The cube root of 125 is five, cube root of eight is two. Three, two, two, two, 10 in binary. Oh, square it, square it to get the square area, 25 over four. One over 343, cube root of one is one. Cube root of 343 is, okay, you need to know how to use your cube root button, seven, and then one to 49. How many marks is this one worth? Six, how many lines are there? Probably one mark for each line, how many squares in each line did you fill in to? You know what, it's a half mark for each square. Yeah, okay, and then I would normally say, give yourself a score out of 20. I'll be saying that on Wednesday, probably turn the page, okay. Now I'm asking you to take this here table from number three and apply it. Show you what I mean. What's my original surface area? In A, 120. What's my original volume in A? 200, here's the key. What's my linear scale factor? Okay, let's do the area first. What's the area scale factor if my linear is three to one? Nine, take your original area, that's your new area. Your new area, if you triple everything, your new area is gonna be nine times larger than the original. What was the original? 120. New area is gonna be 1,080. What about the new volume? What was my linear scale factor? Three to one, she needs some help, okay. You awake? You sure?  The volume scale factor is gonna be 27. Take your original volume times by 27. The new volume is gonna be 10,800 cubic centimeters. 400 times 27. Oh, I'm sorry, hang on. Original volume is 200 times 27. 5,000, what was it, 5,040? What was your question, Paul? It just is, cause I told you that's what it was. We did to get the area scale factor to get to there and we used it for the... Nine and 27. Okay, I don't mind re-explaining this, it's just tricky. We're good? Yep, yep. Here my linear is one to two. My area is gonna be, you know what? I'll just write it really small, one to four. My volume is gonna be one to eight. So take my original area, times by one, divide by four. 30. Take my original volume, times by one, divide by eight. Where the one over eight come from, cubed, cubed, cubed. Where the one over one to four come from, squared, squared. Square area, cubed. 400 divided by eight is 200 divided by four. 50, yes, yeah. Sorry, 5,400, not 5,040. Cause I can't read my own calculator. That makes way more sense to me cause 27 times two is 54. Bugging me for a second there. Okay, here I'll start here. What's my new surface area? 5,000. What's my original surface area? What's the area scale factor? How can I, I said there's two ways to find out the area scale factor. It's linear squared or it's always new divided by old. I can go like this, 5,000 divided by 50 and my area scale factor is that. I'm gonna write that down here. Area scale factor equals 100. How's that help? If my area scale factor is 100, what's my linear scale factor? Square rooting, right, going backwards. What's my volume scale factor then? This to the power of what? Three, so if I go 10 cubed, my volume scale factor is gonna be 1,000 which means I'm gonna take this original volume to 100 and multiply it by 1,000. I'll get a new volume of 10,000. What did they give me here in D? Ah, new volume. So I can find out the volume scale factor because scale factor is always new shape divided by old shape. The volume scale factor is going to be 125,000, sorry, 12,500 divided by the original volume of 100. The volume scale factor equals 125. How does that help me find the linear scale factor which is really what I need to do all the rest of them? How do I go backwards if I know the volume scale factor and I wanna find the linear? How do we do it on the previous chart? Cube root, what's the cube root of 125? Ah, linear scale factor is gonna be five to one. What's the area scale factor gonna be? 25 times 80. 25 times 80. 25 times 200, 2,000, that's what I said. No, please, that's what I said when you were listening. You're not very awake, you just move it. There you go. This is entertaining, I gotta have him here more often because he jumps, this is great. You say a bad word, you didn't say a bad word there.  Especially ones in German that he probably knows. Nicole, is that okay so far, you have a question? We're good? Okay, now it gets a bit tougher, now we're dealing with fractions. Okay, there's my linear, what's my area scale factor? Okay, it's gonna be square, square, it's gonna be nine to four. So take my original area, times my nine, divide by four. What was the original area? 60 times my nine, divide by four. New area is gonna be 135. If my linear is three to two, what's my volume scale factor? 27 to eight, which means times my 27, divide by eight. 80 times my 27, divide by eight. 270 is my new volume, F. Area scale factor from a five to two linear is 25 to four. Volume scale factor is 125 to eight, Mr. Duit. So volume 80 times 25, divide by four. 500 for area, volume 120 times 125, divide by eight. 1875, same marking as before. Six lines, a half mark for each rectangle. Am I wrong? Yo, I don't know. Yes it is, C is wrong and he next to zero. Page, candy for you later. 100,000, thank you. Number five is the same as number the chart, except I just phrased it as the word problem. I gave you the original surface area, I gave you the original volume, I gave you the linear scale factor. What's the surface area scale factor? Nine over four or nine to four? What's the volume scale factor? Cube cube, 27 over eight or 27 to eight. What's the new surface area? Take this. Yawning now, times by nine, divide by four. New surface area, 27. Units, square centimeters, square yet. What's the new volume? It's gonna be 20 times 27 divided by eight. 20 times 27 divided by eight. And I get 67.5 cubic centimeters, centimeters cubed. I was gonna scare you while you're boiling your nose and see what happens, sorry. See that guy, there's my volume scale. What's the original volume? 20 times 27 divided by eight, did I do that wrong? Nope, I think I'm good, right? How's that? Nearly done. Number six, I'll bring that up later. I will later, but I wanna get this done and then people can lawyer with me. No, I'll put it up later. Don't fall back on this one, don't fall behind on this one. Let's get this question here. Number six, when you measure this with your ruler, how long was it? Sorry, four centimeters exactly? I tried to be. So, here's our original scale. One centimeter to 54 meters equals, on this particular model, it's four centimeters to X. How would I solve this? Four times 54 divided by one. Four to 216 meters high. And have you been on the Eiffel Tower?  Now, give yourself a score at the top just cause even though I'm not collecting it. Come lawyer with me, now is the time. What's your question? And the first quiz that I gave you, about a week and a half, two weeks ago. Both of those. And, hey, can you all open to page this thing? Page 55, the practice test. I told you which questions I like. So, I'll start out by saying optimistically once again. Hey, I wonder if any of you have any questions from the homework from here that you were going, I have no idea how I'd like to get that. Sam, number eight, okay? Number eight, this is actually very, very similar to the quiz that we just did. They're giving me the linear scale factor. What's the linear scale factor? What do they want me to transfer it to? The, what was the second word you said? Square ya. I'm gonna, first thing I'm gonna try is this. Linear is surface, sorry, surface area is linear squared. When you go 1.15 square, what do you get? So, 1.5 squared, what do you get? Turns out, that's the same as a area scale factor of 2.25. Love to do number nine. We have one centimeter equals one meter as our scale. And they want us to find the scale drawing height. So, here's how I think to this. Scale drawing over real life equals, this is how I think of this. Scale drawing over real life, what are they asking me to find the scale drawing or the real life in the particular question here? Which height are they asking me to find? So, look up, scale drawing over real height, scale drawing is the X that's gonna go there because scale drawing went on top over on this side as well. Real height, now, 24.5, what? What do I have here? This question's gonna require me to change this into meters. I'm gonna go do that over here. 24.5 feet, on the inside cover of your book, is there a conversion factor for feet to meters? That would be convenient if there was. There is feet to meters though as well? Yeah, so I'm gonna multiply, I want feet to cancel, so it's on the bottom. I want meters on top, what was the conversion factor? One foot equals 3048. How many meters is 24.5 feet? I think 24.5 times 0.3048 divided by one, which I'm not gonna bother doing. Right, and that's what we were working on, that's the conversion factor trick. 7.46, what? 7.6, look at that. Now what, cross-multiplot? This'll give you an answer in meters, by the way. What are we being asked to find, the height of his scale drawing? I hope you were clever enough to say, there's no way his drawing is 74.7 kilometers high. Like that to me is a silly answer. In fact, you know what? I'm pretty sure his drawing is not 7.5 meters high, because that would be higher than the ceiling. Now, why would be, where do you think B came from? The 24.5, where did they take that number from, do you think? Yeah, sorry? See, I would look at this and say, oh, there's no way the feet is gonna be the same as the centimeters, unless it was an incredible fluke. You can actually almost do this question without doing the question by saying, for Pete's sake, that's the only answer that makes sense, but I would make up better multiple choice answers than that. Your test has four or five multiple choice at the very, very beginning. Pretty basic, and then the rest is written. Any others? Yeah, love to. Did you try it? Okay. You have to read the little paragraph like a picture up above there, right? It looks like we went from five to 7.5. So the first thing that I would do, Nicole, is I would think, here's my scale factor. Do I see that answer there anywhere? Not yet. Then I would say, hey, maybe I'll change this to a decimal, see what I spot. Maybe I'll spot something a bit easier. So I would actually go five divided by 7.5. And as a decimal, I get 0.6666. Oh, I see that answer now. Where? B, right? If that hadn't worked, I'd probably try going to a fraction. Yes, I should have gone, I went old over new. I should have gone new over old. My fault, Nicole. How do we find a scale factor? It's always new one divided by old one. I think I've said that like eight times today and I forgot it. So it's gonna be 7.5 divided by five, which I don't see, but now I would go like this. And I would say, oh, 1.5. I don't see that anywhere, or do I? Is that 1.5? Is that 1.5? Is that 1.5? What about that one? Ah, that's really the one there. Is that okay? Any others? Yeah, 14. What's the linear scale factor? What did you find for number 13? B, 50 to three? The tricky part here is it's meters and centimeters, so it's really 15 centimeters over 250 meters and then lowest terms, sorry, 250 centimeters over 15 centimeters, lowest terms 50 over 50 over three. That's your linear scale factor. What's your volume scale factor then, if you know linear scale factor? How do you find the volume scale factor? You gotta memorize. Really, did I say the word area anywhere? Okay, this you absolutely want memorized, okay? And if you are confused, by the way, on unit seven, sorry, lesson seven, on page 48, there they are. How can you find volume if you know linear? Take the linear scale factor and do what? Cubed. This is one of those pages I said was worth dog-earing, worth putting a bookmark on. It was a reason I had that in my mind. So if I do that, it's gonna be 50 over three cubed cubed times the original. This is just like we did in the chart where if you told me the volume scale factor and the original, I multiply it. Whatever the heck that is, I don't know. Oh, this is in centimeters cubed. This is gonna give me an answer in centimeters cubed. 14,000 times 50 cubed divided by three cubed. I get that there, that's cubic centimeters. First of all, I'm kinda leaning towards this answer here because it starts out with a six, four, eight. How do I go from cubic centimeters to meters? Well, six, four, eight, one, four, eight. I'll round off to there, it's a bit much ready. This is centimeters cubed. How many centimeters are in the meter? Okay, and this is where I'm gonna say you've all used a meter stick so far in science. How many centimeters are in a meter? Did you not notice? It was worth noticing if you haven't already. It is a hundred. How many centimeters in a cubic centimeter? Well, we want centimeters cubed to cancel, we want meters cubed on the top. How many centimeters in a meter? What's right here? Cubed, what's right here? So instead of saying one meter is 100 centimeters, one meter cubed is 100 centimeters cubed. It's gonna be that number divided by 100 cubed, which is where the six, four, point eight comes from. I heard one more question. Thought I did, or not? Okay.


Hi everyone, Shawn with jaspyscasebrakes.com here doing 2019-20 panini contenders optic two box break pick your team number four Where we're randomizing the pelicans to one person in the break The way this works You buy two or more teams in the break you get entered to win No max entries by two teams get one entry by four teams get two entries by six teams get three entries So on and so forth if you buy one team you are not entered to win the pelicans But obviously good luck on your team that you bought So here is the list from Patrick and the Hawks all the way down to Richard and the wizards So we're gonna take the customer names copy that over to a new sheet to sort alphabetically and Figure out how many people we have in the randomizer So Andrew you get one entry Eric gets one James with one spot doesn't get you an entry, but good luck mark gets you three Matt gets you one Patrick with four gets you two Patrick K with two gets you one Raymond Two gets you one Rich with four gets you two and Shawn with two gets you one Perfect so Should add up to 13 We're gonna copy that and paste that into a new randomizer and name on top after Three and a three six the hard way one two three four five and six and final time congratulations to rich You've got yourself the pelicans in this break To go with the other teams that you have as well Good luck rich cool. Let's print and rip I know bogey you have two and three on that one on the randomizer Well, let's just see if we can get you something in the break itself then so guys here are the last four boxes from this inner case So we're gonna do a dice roll obviously one on the left two three and four If it's a five or six we'll re-roll and we'll figure out which two we're gonna do one through four. Good luck So four is the first one if we re-roll the four will obviously keep rolling so one two or three next one up And that's a four as well. You can see up here on the camera. That's a four again And it's a two So we're going boxes two and four So here's two and here's four Let's pull those up here and these will be for pick your team five Which should be in the store a little bit later on? Here's our final list last spot mojo cleaving Cavaliers and Joel find something nice for everybody Good luck. We got die cuts in here.  What is going on here? Is there a chance to get the die cut auto There's six cards. There's two die cuts. I'm gonna keep this Rapper Let's find out what's going on here first up Rudy go bear For the Utah Jazz Mark Nation Buddy healed season ticket the Sacramento Kings That is Mark Markel Foltz red season ticket for the Orlando Magic and rich our first die cut is Superstar die cut Kendrick Nun for the Miami Heat and Matthew This is typically where the auto would be so I'm very confused but I'm also Very happy with the card that's in its place Zion Williams and superstar cracked ice going to the New Orleans Pelicans and And rich for artist the spot he won This is not numbered apparently oh god look at the back on that Yeah, this is definitely going to be have to you're gonna have to open up a claim with Penini on this one. You can see how it was obviously clipped into When they sealed the packaging on that So I'm going to include the package that the paper like the wrapping and the box When we ship this rich really nice card but You can see the front too That sucks Hopefully they replace that for you and apparently no auto in this box, but Kevin Durant winning ticket No numbering on that So odd box there there was no auto there was a very nice Zion die cut, but it was pretty badly damaged The let me make sure the Kendrick none none of the other cards had any problems Looks like it was just a Zion Sadly, I mean just the Zion The highlight of the box That's the one that gets it's crimped Okay, so nothing else was in there. No problems anything else. I agree exclusive. I Agree really nice card real big shame. It's like that Luckily it's on video all-star aspirations Charles Barkley for the 76ers rich ferrata Seattle Supersonics Sean Kemp historic slams cracked ice Yeah, I'm sure they'll take care of it exclusive. I mean Seattle Supersonics goes to the Oklahoma City Thunder and Raymond Jason Tatum season ticket for the Boston Celtics bogey Malik Beasley season ticket hollow For the Minnesota Timberwolves and Raymond season ticket red Michael Porter, Jr For the Nuggets and Patrick Okay, and our auto Kevin Knox sophomore contenders auto for the New York Knicks and rich That is numbered 114 out of 125 They go rich There you go guys. That was our break That was 2019 2020 panini contenders optic two box break pick your team number four I'm Sean Jaspy's case breaks calm pick your team number five from the same inner case should be in the store shortly so Jaspy's case breaks calm. Thank you. We'll see you next time


The study aimed to explore pregnant women's attitudes and experiences with a tablet intervention promoting safety behaviors in a randomized controlled trial, RCT, in anti-natal care. The safe pregnancy study used a tablet intervention containing IPV questions and a film to promote safety behaviors available in Norwegian, Somali and Urdu. The analysis was guided by thematic analysis and the results showed that women appreciated being asked questions about IPV on a tablet but also emphasized the importance of face-to-face communication with a midwife. The MCHC was regarded as a suitable place to answer questions and watch a film about safety behaviors. The study found no real differences between ethnic Norwegian and immigrant women's attitudes toward and experiences with the tablet intervention but uncertainty regarding anonymity has to be addressed when questions about IPV are being asked on a tablet. This article was authored by Bent Walter, Heggy and Dribbo, Mergem Lacasse, and others.


Thank you. Thank you. Hello everyone. Thank you for being here. So I have all of the open technology at IBM. I'm an open source open standard specialist. And for the last over the years I've worked on many different projects, primarily around web technologies. And for the last four years I've actually worked on hyperledger. And I'm currently, I'm actually contributed to hyperledger fabric, which is one of the framework developed within hyperledger that we'll talk about today. And then I'm actually elected member of the technical steering committee, which is responsible for overseeing the technical direction of the project in general. And I'm currently elected as the chair of the TSE. So, let me talk about blockchain. First, what is blockchain exactly about what we are talking about here? The notion of ledgers is nothing new. Businesses have been using ledgers for hundreds of years to basically keep track of all the transactions they are operating when they transact with their business partners, whether they're suppliers or customers. What is new is the notion of shared ledger, which is a new system that we have actually introduced around the notion of blockchain. So, if you look at it traditionally, the way business have been keeping track of their information is by having different systems of records that are being maintained independently from one another. Each participants has its own system of records and as they transact with their customers and suppliers they record new transactions. This system is inefficient and can be expensive to operate. Especially, everything is fine until something goes wrong. When something goes wrong, then you're facing what we call the reconciliation exercise where essentially you say, oh, something didn't go well. What happened exactly? Then different participants involved in the transaction that has a problem will have to compare essentially their notes because you all have a different system of records so each participant is going to have their own view of what happened and you have to find if something didn't go well where the problem comes from and reconcile the different views of what happened. So what blockchain brings us is essentially a system that enforces what I call reconciliation upfront. So now we have a system where we can all still have our own ledger but the system ensures that the different instances of the ledger are kept in sync with one another and so only transactions that have been approved by their group as a whole is recorded in the ledger. Once that happens, we now have a universal source of truth so that we don't have to figure out what went wrong and compare notes when something goes wrong because we can all look at the ledger and we all see the same thing. It provides us with a system based on this consensus process which gives us the provenance of the information it gives us immutability so you cannot unilaterally change the information that's stored on the ledger if you have to fix, correct an error, you can do so but you will actually submit another transaction to undo the first one. It's very similar to what you see with what happens with your bank account. If you go to a store and you make a transaction, you return the item you don't just delete the previous transaction, right? You actually record another transaction that basically undo the first one. And we have a notion and finality so that once it's recorded in the system, it's there to stay. There are actually different types of blockchain. The fundamental point that blockchain provides us with is this notion of irrefutable proof. It's a system that you cannot question. We've all agreed to the information that's in it up front so that you can actually rely on the information that's there and the system using cryptography will ensure that nobody can alter that information. Bitcoin, of course, is very well known because it's the system that actually started it all. This is at the origin of the whole blockchain technology movement. However, Bitcoin is only one application of blockchain. There are many different cryptocurrencies out there and usually when you say blockchain, they think about cryptocurrency. But when you think about it, Bitcoin was designed to allow the exchange of the currency within the network, without intermediaries. But fundamentally, underneath, we have a system of records that's generally applicable to all kinds of assets. It doesn't have to be a digital currency. And this is what got IBM interested in blockchain technology. It's that we realized that, essentially, blockchain is a new type of database which at the very core is applicable to store any kind of information. So that's highly useful to all sorts of industries. So what is Hyperledger Fabric? Hyperledger Fabric is an application framework, is a blockchain framework for the enterprise application based on blockchain. There are many different characteristics that makes Hyperledger Fabric different from other blockchain out there. When IBM started it and then we contributed to Hyperledger, we didn't start by designing, oh, we're going to develop our own blockchain. We actually spent a whole year doing investigation of all the different blockchain technologies that were already available out there. And we had to come to the conclusion that none of them really meet the needs of the enterprise. Especially when we looked at how business functions, we found that, well, businesses, they like to do work, they don't work with anonymous participants. They actually know the people they are working, the entities they are trading with. On the other hand, they like privacy. They honestly want to know, you know, the world to know what transactions they have with whom. This is only at odd with all the public blockchain networks that exist today, which are anonymous and are actually providing no privacy or legal privacy. In addition to this, public networks have the cost of protecting themselves against everybody because they don't know who they are, they are anonymous players. And this is a very expensive process called proof of work, or, you know, coin mining, depending on what you want to call it. And we have actually found that once you're in a permission network where you actually know the identity of the participants, you can better control who is in the network. You don't have to protect the system as much against everybody. There are other means. If somebody were to be a bad player, you can actually get them out of the network because you control access. You can revoke access. And then if it's your business partner who is really trying to alter the information in a way, you know, that's illegal, you can even eventually sue them. They are legal means because they are known entities. So we can actually use different types of mechanism to come to consensus that are actually a lot more efficient and it gives us much greater performance, which obviously business wants. Then there are different aspects related to this notion of smart contracts. Smart contract is kind of the equivalent of store procedures in traditional databases. It's a piece of information, a piece of program that runs on the network that will ensure the logic of the application. Implement the logic, ensure that the data that is submitted to the network is valid and that transactions that are being submitted are acceptable at that particular given point in the process flow of the application. When it comes to smart contracts, there are different approaches out there depending on the different technologies you might consider. In the case of hyperledger fabric, we decided not to constrain the application developer. We support general purpose programming languages to develop your smart contract. So hyperledger fabric is written in the Go language and so for smart contracts, you can write your smart contract in Go but we also support other different languages. We support Node.js, Java and others. We actually have no mining or no built-in cryptocurrencies because again, when we talk to businesses, a lot of them are actually experienced with Ethereum for instance. All of this is actually a distraction to what they are doing. Businesses that run on the type of networks we're interested in do not try to make money by running a blockchain network. They're making money by trading whatever they are doing their business does and the blockchain network is only a means to enact. So we actually don't have any of this. And then I'll talk a bit more about this. We have a new type of processing model which is based on the Execute Order Validate which is totally different from what is typically done in blockchain networks like Ethereum or Bitcoin which actually provides us finality and I'll talk a bit more about that. But last point about hyperledger fabric is that from the very beginning we realized that we would not be able to develop an application framework that would actually work for all use cases. So we developed one that was highly flexible and modular so that you can actually change things and adapt things based on the use case. So for instance, if you think of the consensus algorithm this is the process by which the network has to come to agreement on the order of the transaction that has been submitted because your peer-to-peer network and transactions come from different parts of the network and at some point you need to agree what is the exact order. This is a research field. There are people who actually actively work on coming up with new algorithm that are more efficient, that have different characteristics. So we actually made the consensus part of the process pluggable so that you can actually change the consensus algorithm if you'd like if there are new techniques that are available. And that's one of the examples. I talked about the programming languages. We actually have machine layer, we have different SDKs available with different programming languages. We can use different programming languages for the smart contract as well. And so Hyperledger Fabric is one of the projects the Linux Foundation has been talked about earlier. I'm not going to say much more about this. It's mostly to say that the project just started four years ago and it started in 2016. It was announced late 2015 and started in 2016 and it's been one of the fastest growing project in the Linux Foundation. Jim is no longer there, I have news for him. We're not a third 350 members anymore because there was a big hype in the blockchain space as you probably know and we did go over 300 for a while. It has come down a little bit so we're closer to 280 now which you may not like but that's not true. But it remains very good. Hyperledger Fabric is actually hosted by all the major cloud providers today. So if you go to Amazon's AWS or if you go to Azure and Microsoft cloud you will find Fabric as a service and the service channel is available. So what are some of the applications that actually are in use today that we have developed with Hyperledger Fabric? I'll just give you two examples. These are systems that actually are in production today so we're no longer talking about playing with this and trying to do proof of concept. So TradeLens is a platform that IBM started with Maersk. Maersk is the biggest shipping container company in the world and the challenge they have is not only to make sure that a container gets shipped from point A to point B but they also have to deal with the paper trail associated with the container which follows its own route obviously. Shipping a container from one point to another around the world might actually require up to 30 different signatures and stamps from different parties along the way. What we're talking about is people like port authorities, customs, tax authorities, insurance companies. There are different players all along the way who are going to have to endorse added information. What we do with TradeLens is that when the container starts we can identify each container by an ID. There's a record that gets started on the blockchain and all the information, all the signatures can be added associated with that ID so they come in the form of new transaction, get submitted to the blockchain and at any given point you can query the blockchain and you find for that container all the information associated with this container. This obviously increases speed in terms of access to the information, transparency, auditability and it actually allows everybody to access the information and that's a key aspect that I'm going to take a little bit of time talking about but right now it's that people say, well I could have done that with the traditional centralized database. The answer is yes. The problem is if MERSC were to host the database they would give an interface for all the different agencies to access the database through their web interface. Nobody would be able to completely trust MERSC. They would have to trust MERSC not to alter the information you need later on. With the blockchain network we know that neither MERSC nor any of the other participants in the network can do that. That's the added value of blockchain is that you actually share the control with all the network so no single party has full control of the information. Another example is called IBM Food Trust. It's a similar idea but in the food industry. The idea is that we can trace the provenance of all the different food items across the supply chain. So you take the example of chickens. We can actually tag the chicken of the farm, record where that chicken comes from and then we're going to be able to trace that chicken throughout the supply chain, all the distribution channels, all the way to the shelf in the store. When there is food contamination today, they have to do a recall. They actually don't know which chicken on the shelves come from the farm that has contamination. So what do they do? They take all the chicken out and they waste a lot of food. Nobody gains from this. Not even the competitors because when there's food contamination on one type of product, people don't just select other competitors' products. They just stop buying this kind of food. So there's a huge incentive to add transparency. By having this kind of system, we can identify which chicken on which shelf have the chicken from the farm that's contaminated.  So Walmart is a big player of this. They started with the prototype we have now drawn into a full-blown production system and all the major players are actually participating in the platform. Car4 has also adopted the system. They actually did an experiment and added a QR code on the product in the shelf so you can actually scan the QR code with your phone and you can see the provenance of the item. And they actually saw an increase in sales immediately because customers nowadays want more transparency. They want to know the provenance of what they eat for good reason. And so this has actually motivated them. They have a plan to, throughout the next year, to add all of the other products in their store. So let me now give you a little bit more insight as to what's in fabric. And I'm not going to get too much into the detail because we don't have enough time for this today. But I want to highlight some of the key components of what the Hyperledger fabric architecture is made of. So at the top first you have membership services. This is a key element in permission networks. Obviously we have to control the access to the network so people, participants have to be identified. We have this notion of membership services where you start from, you first go and roll with the membership services, you get some ID, and with this you're going to be able to participate in the network. We have designed membership services in fabric so it actually integrates with legacy systems so you don't have to create new ID. If you have an LDAP server in your system you're going to be able to leverage this. Then on the left side we have the application which connects to the network through some node and through an SDK. We have different SDKs available in different languages. Node.js is the most popular one but there is one in Go. There is one in Python and Java and there can be more. Then one particular really of fabric that I touched on earlier which touches on this notion of the process flow is the fact that we have actually split the node in two parts. There is a part that only focuses on the sorting of the transactions which we call the ordering service. The ordering service doesn't care but the nature of the transaction all it cares about is listening to all the transactions that are submitted to the network and through a consensus process agree on the order of the transaction. This is where the new block is being created and once the block is created it's being distributed to the whole network and it guarantees that there is only one order for everybody and that's final. Then there is the other part of the node that the application talks to which has to do with the endorsement so that's when you start to transaction you first seek endorsement by different nodes and how many, this is all application specific there is a policy language that defines who you need to have endorsement from and once you have enough endorsement it actually runs the chain code, the smart contract which essentially is a simulation of the transaction once you have received enough endorsement you can then send it to the ordering service. The ordering service casts a new block and sends it to everyone. When the ordering has been done the node actually will get the new block and commit it to the ledger. There's a validation process there I'm not going to get into detail but there's a final check there and then there are events being sent out to the network so that everybody knows what happened so you can listen and every time there's a new block you will be informed. These are the main aspects of the system From an application developer though you don't have to worry about all these details Essentially there are two parts that you need to worry about as an application developer there's the application obviously the application front and on the back end again the smart contract These are the two pieces that you need to worry about From the smart contract point of view we don't have as a developer we don't have to deal with all the details of the blockchain Hyperledger Fabric actually does the handling of the blockchain itself What the application developer only does is dealing with the whole state through simple operations like get, put and delete possibly How this translates into transaction that needs to be sent and all that is hidden from the application developer you don't have to worry about this and obviously you do put and it doesn't actually write it because it's immutable and it will actually go through the whole consensus process and all that but it's from an application developer as if you were just writing to a local database So we have now been four years into the project and we have actually adopted a monthly release cycle we have a release schedule where every month we release a new version there are minor releases throughout the year and we had some major ones that I will highlight 1.4 was released earlier this year at the very beginning of the year and it was the first long-term support release so it's worth mentioning and we're in the process of finalizing version 2.0 we actually just tagged version 2.0 beta last week and the goal is to have fabric 2.0 final release published earlier in 2020 probably earlier in January after the holidays The one thing I do want to highlight is the kind of changes we have actually been making that we have been making to the system It focuses on some key aspects privacy and confidentiality we started with some assumptions and over the years we realized as we were actually engaging with customers in real application we had to make more decentralization we have more and more decentralized aspects to it serviceability so initially for instance if you had to make a change you would have to shut down the system and then make the change and restock that does a working production now it's much more dynamic there is a lot less out of band information that's needed performance and scalability we keep making improvements in that regard and ease of use it used to be a bit rough and it's getting easier to use even from an application point of view or from a natural operator point of view what is the IBM offering why are we doing this in open source when we make money well at some point we need to make money so the IBM blockchain offering basically builds a hyperledger fabric we don't have our own version a different version we use this very same hyperledger fabric that's available from the Linux foundation but what we do is we have a set of tools that we have developed that are available on top of fabric that will allow you to develop your application deploy your network and manage your network and we do that in a completely hybrid cloud way so you can deploy to any cloud providers you want different parts of your network can run on different networks that all works and the operator will have console administrative consoles that provide seamless view of all the network independently of where they run you will see everything as if they were all running in the same data center and it can also be on premises so if you have computers already like if you're back and you bought a few of those multi-million mainframes you can also leverage those and finally I will end with this for the IBM blockchain extension for Visual Studio Code so Visual Studio Code is a freely available tool a developer environment and we have actually made an extension that's also freely available and it allows you to actually develop your application and your smart contract locally on your machine it will actually run a very small Hyperledger Fabric Blockchain Network very local to your machine you can do everything locally you can debug your smart contract and once you're ready you can then deploy independently of the IBM Blockchain Platform all this is freely available and it's a good way to get started once you're ready and you want to develop and deploy to a network then you can connect to the IBM Blockchain Platform and connect to do your deployment so this is the end of my presentation thank you very much


The greatest gladiator matchup in the history of the world is The Dark Knight vs. The Star Spangled Avenger, it's The Cape Crusader vs. The Iron Man, Marvel vs. DC, Captain America Civil War vs. Batman v Superman, Dawn of Justice. That was my Jesse Eisenberg impression, and this is Movie Feuds. Players on both sides of this, Captain America Civil War has an amazing set of characters popping up left and right, but it's very much a Steve Rogers and Tony Stark picture at its core, focusing heavily on the relationships between Rogers, Bucky, and Stark while introducing some new blood into this already large roster. Black Panther, played by Chadwick Bossman or Boseman, effortlessly jumps into the cast and he's given just enough backstory. He's essentially the Wonder Woman of the picture, which is a little odd seeing as he even has more screen time than she does in her film. She's a major player in the DC universe and we got almost nothing about her character or motivations in BVS. Gal Gadot did a commendable job with what she had to work with, but if you compare her to the female cast in Civil War, she comes off pretty pale. Not because she can't fight, she certainly can, she proved that. It's just there's nothing more to her yet. We've seen Black Widow and Scarlet Witch a couple times now and have a good idea of their history. I know people are sick of hearing about Batman's parents being murdered, but I think showing them again was absolutely crucial to his character. It's what defines him.  So he keeps it short and sweet. It's shot beautifully and it's quick to the point. Boom, boom. Rise. A lot of people judged Henry Cavill Superman harshly. Is it Henry Cavill, Henry Cavill? I butch your names a lot on this show. Just kind of bear with it. Okay. And just as solid here, a good list of supporting cast both returning and new lend a hand. Lawrence Fishburne, Amy Adams, Diane Lane, Jeremy Irons and Holly Hunter. Jesse Eisenberg gives a very polarizing performance as Lex Luthor. I found him very out of place, more out of place than a proud parent at an orphanage. I mentioned the large team Captain Three contains, so let's do a roll call quick. There's Captain America, of course, Iron Man, Bucky, Falcon, Hawkeye, Vision, My Brides, Scarlet Witch and Black Widow, Black Panther, War Machine, the list keeps going. The big standout for everyone I talked to, which was basically just my mom, was Spider-Man. Tom Holland nailed the performance. He looks like a young Toby McGuire with better quips than Andrew Garfield. He's a great best of both worlds actor and every single moment he was on screen, I was smiling. So many great lines from the Empire Strikes Back reference to just the quick observations he throws out. I can definitely argue that Marvel movies are all pretty much the same, but those Spider-Man moments, looks like I'm jerking off a fly, really make this movie stand out. Flies have penises? Let's move out. These movies are both fairly long, running at two and a half hours each. The Batman v Superman, I know there's a director cut that's like six and a half hours long, maybe 12. It contains Batman fighting Catwoman with swords on the roof. He goes down a roller coaster ride with a penguin. At the end there's some TNT blows up. He loses half of his face, thereby becoming, of course, two-faced. As we know, Batman becoming two-faced is canon. Zack Snyder respects that. These are both very meaty movies too, meaning there's a lot going on and it's a sausage fest with plenty of muscle flexing, especially when Captain pulls down that helicopter. You work out, bro? Civil War plays the plot straightforward with a couple twists to keep things interesting. I actually remember the name of the bad guy in Captain America 3, but he was just kind of a means to an end to get our heroes to clash for the first time, and clash they do. It's not really the first time, I mean they clash in pretty much all the other movies they're in together. Civil War promised us some awesome fights between the Marvel good guys and that's exactly what we got. I think the airport sequence is a good 20 minutes. Felt like it went on for a very long time in the best way possible. So much creativity on display. I love how the cast interacts with each other's abilities.  This was in my dream and I'm sharing it now. Once the smoke clears, the movie barrels on for another final fight that's smaller in scale but far more intense and personal. In comparison, which we sometimes do on this show, the fight with Batman and Superman is pretty damn awesome, albeit a bit short. We see a series of traps sprung on soups, we get a misdirection kryptonite peek-a-boo from the Dark Knight, there's some very brutal hand-to-hand combat and it all lasts for maybe 10 minutes which is a shame since that's what the film was billed as. Even though Marvel's been taking some pretty big liberties with its titles too, Age of Ultron should have been called Weekend with Ultron, Civil War should have been called Civil Dispute or Captain America, Small Misunderstanding. War implies something much larger than we got but that's where things are in the MCU, we're not gonna get that dark and gritty violence the DC universe has and I think that's good.  There's no real theme or goal here, just a mishmash of different comics jammed into one flick. I want to go back to Civil War for just a second and point out how funny this thing is, probably the funniest of all the MCU movies. The Bucky Falcon road trip comedy really worked, Spider-Man and Ant-Man were, every line they said was hilarious, I don't even know if they were all intentionally supposed to be funny but they were. BVS is almost void of any happy moments, I've complained about this movie pretty hard in the past already and this is me actually trying to go easier on it because I do understand there's people that really enjoyed this film, in fact they loved it quite a bit. I obviously didn't, I do think that there are some really good things about it and most of them come from round three which we're doing now. This was my excitement for it. One thing I will absolutely give Batman v Superman credit for is the stunning visuals. It's not surprising considering Zack Snyder is all about them, from the opening act to the final moments the camera is always giving us a pretty shot. Almost every frame could be hung on a wall which is far more than I can say for the Marvel pictures that all have an extremely familiar look and feel. Which is also not a bad thing, the MCU is like a roller coaster, it's got its ups and downs, its highs and lows, I know that's redundant but so is the MCU really. They all kind of look the same, they all sound the same, they all play out the same way. So once you've been on that ride a few times there's just no surprises left. You know you have that excitement in smaller doses and that's kind of where we're at with Civil War. So watching a different type of superhero movie was refreshing and it's totally different, it's not even a slow paced and intelligent thriller like a Nolan film. It's not a hard R like a Blade movie, it's its own beast. The music also stands out and not always in a good way, sometimes in a very obnoxious way. The movie just hammers you over the head with these musical cues, to its credit at least it's noticeable. The MCU utterly fails almost every time in the sound department outside of Thor, I can't really think of a musical score that was any good. Civil War is no different, the music is just drowned out in the background.  Don of Justice wins on style, Captain America wins on substance. This is not even close for me, I tried to stay impartial and utterly failed at it, it's just a no-brainer. I think BBS is a complete rain wreck filled with nonsense dialogue, forced world-building, out of character choices and much more. You like the flick maybe? That's great, that's good for you, I'm glad you do.  You just got to dig for it. Making the movie longer, however, I don't think is the answer. I think making this bit shorter is the answer. Put this down to an hour and a half. Remove Lex Luthor almost completely. Get rid of that third act of just nonsense. Get rid of Wonder Woman altogether.  And you know what? You might have something. You might have a Batman versus Superman movie like it was billed. I think Marvel can learn a couple things from DC though, especially in the music and visual department. Civil War is just a much better movie. And they get what makes a cinema trip enjoyable. I said my piece. Now it's your turn. Leave a comment. Vote for the winner. And remember, this is more than just reviews. This is Movie Feuds. Hey, Tamber, who wins in a fight between Superman and Hulk? I go soups all day long. What's that?  Tell that to Zod's snapped neck. I read that somewhere online.  I had to repeat it.


The biocomposite films based on hydroxypropylmethylcellulose, HPMC, reinforced with silver nanoparticles, AGNPs, and titanium dioxide nanoparticles, TO2NPs, were developed. These films exhibited improved physical and mechanical properties such as tensile strength, TS, elongation, E, Young's elastic modulus, EM, water vapor permeability, WVP, and transparency compared to the unreinforced HPMC film. Additionally, the nanocomposite films demonstrated strong antibacterial activities against tested pathogens in the contact surface zone. This article was authored by L.Sate Cater, Adele Barnasoui, Bossma Abu Gabal, and others.


Hello everyone, I am Dr. Vaaneshri. I am a consultant Psychiatrist at Manipal Hospital, Sajjha Gurdwod. I will be talking about self-identification of depression. It is very important to understand what is depression and how to manage it. So, what does depression look like? Someone is feeling very low and feeling a bit irritable. So, all of us would feel low, a day or two and we might feel better. So, it is not that. Feeling low for more than two weeks throughout the day and every day is very important to identify. And associated with that there is lack of interest, no interest in doing any of the activities that we were doing prior. None of the activities would excite us. Unable to come out of the room being isolated, there is decreased sleep and no interest in eating food as well. When it gets very excessive, a person feels that what is the purpose to live in this life? Feeling very hopeless, no hopes in the future. When it gets more intense, there are suicidal ideations and plans. It is very important to talk about your feelings to your friends or to your family. Getting the help from the mental health expert is very important. Now, there is a lack of stigma around it. Whereas the people feel that if I go to a psychiatrist, I will get treated for life long. No. It is artificially tailored. Whereas it depends on the intensity. If a person feels that the depression is very mild, then it can be treated with the therapy. If someone feels that the depression is very severe, it can be treated with the medications. Again, it depends on the intensity like I mentioned. Ask for help because it is okay to ask for help. Come meet a mental health expert. Get evaluated. Get treated at the right time.