So the question many of you have probably is how do you prepare for the future work and how do you prepare and run agility at scale in large organizations? Many of you from those types of organizations. So our next speaker claims we know what to do in theory. It's just when we start doing it that's where we hit the challenges that's when it gets messy. So he's an international consultant, facilitator, mentor, co-founder of Sociocracy 3.0. So let's hear it how to approach these challenges. Give it up for James Priest. Good morning. Good, good welcome. So welcome back. You're also familiar face. There's something going on with one microphone. I'll just scream instead. Feedback is a good thing. Feedback is a good thing, yeah. So what would be your feedback to the Agile people's Sweden conference? Because you've also been here a number of times. I've been here once before, two years ago. That's a number of times. Yeah, a number of time. Yeah, exactly. Well, I think it's awesome. I was so excited to hear you sold out two weeks ago. I remember speaking to Mikael in the last conferences and most of his fingernails were bitten off because I know you invest a lot personally into this conference for it to happen. So it's a big risk and I think it's really awesome. And I really love that we're underwater. It's good for the topic. Yeah, and it kind of like the metaphor of issues with hidden things underneath I think is really perfect. You know the iceberg. Yeah. But anyway, I diverge a little bit from the question Agile people conference. I think it's really cool and you guys are awesome. And I know that you're walking your talk. Yeah, and navigating by attention and learning as you go. So great. I'm not going to steal much more of your time. So the stage is yours. Okay, take it away. So talking of time, I've got my timer down here. Oh, that's the wrong picture. That's me and my son. But my slides are on my desktop. Has anybody got any ideas about that? You're the technical guy, right? Okay, so while you saw this is my son, by the way, we're in Barcelona last winter, watching waves. He's really beautiful and I haven't seen him for maybe three weeks and I'll see him again on Wednesday. So I'm looking forward to this. Okay, that's better. Great. So sure. Okay, there you go. Right. I'm all set. As Jürgen said, sometimes it's easier just to let somebody else do it. I completely agree. So I'm here to talk to you about sociocracy 3.0 today because that's difficult to say from now on. I'll call it S3. And what's known as the co-founder only because when myself and Bernard, my co-founder said, what should we call ourselves? We said, well, let's call ourselves that because that's what everyone else does. So we did. But basically, I would say we're more co-discoverers. And I've said many times probably at this conference when I was here two years ago, S3 was like an unplanned pregnancy. So whilst Bernard and I have a purely platonic relationship, nonetheless, there's a lot of love and we discovered something that we cared about very much, we're excited about and felt some kind of duty to evolve. So that's what I'm going to talk to you about today. And my intention is to give you some basic kind of framing and context so you understand a little of what I'm talking about to share a common language if you like. To look at some of the impediments that organizations face today in different dimensions of the organization, and then to give some generic examples of what, over the last two and a half years, I've seen people doing with Sociocracy 3.0 in practice. But before that, I was reflecting as always before I came on the stage, I felt slightly nervous. And I remember as a kid, I used to play in piano festivals. My mother made me do it.  And like nobody can play the piano very well trembling and shaking. I did win once, but most of the time not. Could somebody sort out this feedback. And I was reflecting on that just now and I realized, well, there's a very good reason why I felt nervous because I didn't want to be rejected and abandoned by my species. And I was thinking, does it make any sense today to feel nervous to come on the stage because, and I thought, well, I'm vulnerable, I'm going to be rejected once again by my species after the plank or something, you know, leave the boat. But it doesn't really make any sense anymore. You know, I've got a reputation. I do this kind of stuff all the time. And even if you don't like it, part of me doesn't care so much anyway really by tomorrow. Yeah, because I'm just sharing something I'm passionate about and you can take it if you like. So I was feeling this compassion. And today I said I was going to take a compassionate look at what happens for people in organizations because there's very good reasons why people behave the way they do. And I fundamentally believe everybody is doing their best considering their current context, what they've learned and what they know. It might be terrible. It might be shocking and appalling. But considering the context, what they know, I really believe everybody is doing their best. I'd like to just put in brackets there. Of course, some people are profoundly damaged. You know, some people are deeply traumatized and this leads to all kinds of behaviors. So I'm not saying everybody is competent all of the time. But nonetheless, doing their best. So, Sociology 3.0, effective collaboration at any scale. The good news is it helps. The bad news is it doesn't do it for you. Because the only thing that facilitates effective collaboration at scale is people.  So, to understand a bit about what I want to talk with you about, it's helpful to understand the word Sociocracy. Some of you are familiar with this word. I know apart from in Sweden, not many people know really what it means. But nonetheless, rule by the demos. And Sociocracy ruled by the social group. So it's basically about bringing the power to the people affected by decisions. And it's got a long history. This guy, August Komp, first conceived of the term Sociocracy in 1851. I'm really dubious about his ideas around what that meant. He foresaw a future socios ruled by the social scientists and the experts. And he said it was inevitable. And he also thought it would be important to include the people. But I'm not sure if he meant conscious consent or just consent because. And a lot of the ways in which this guy influenced or is thinking influenced the world today is what gets me out of bed in the morning to hack it and change it. But he said it was inevitable. I don't think we're far wrong. We live in a world that's very much shaped by the social scientists. Pokemon, very good example. Sociocracy, I think I just need to mention, for those of you who didn't know from the 70s, developed the sociocratic circle organization method. And you can read a lot about that if you want to. And more recently, although Brian was rather quiet about the influence of Sociocracy on holacracy, we have holacracy emerging into the world. Another methodology. And finally, sociocracy 3.0. I was talking with Jurgen this morning about how Bernard and I discovered sociocracy 3.0. Bernard was wanting to put together a remix kit of ideas from sociocracy along with ideas from agile and lean synthesize them together to offer some value into tech. And we got together and quickly realized that these things alone were inadequate. Sociocracy was a method. It worked in certain contexts. Lean and agile, really awesome stuff happening. But how do you scale it through an organization? And we saw a way that we could evolve things. And basically the process of discovering sociocracy 3.0 informed us what sociocracy 3.0 was, which was basically guidelines for discovery in response to situations that needed some kind of response. And Jurgen will be happy to see. Are you in the room, Jurgen? Oh, good. I'll be gentle with my jokes then. I've been talking with Bernard from the beginning. Is it really a framework, Esri? It's a menu. It's like the 70 patterns. You don't put them all together. It's not like one thing. We say to people, start where you are in your area of greatest need with the people most inspired and engaged to try and pull in something and try it. And if it works, do more of it. If it needs to change, change it. And if it's not relevant, don't do it. So we had a conversation, Bernard and I, in Berlin these last days. And finally, I'm delighted to say, it's true. It's not a framework. Is this on film? He's going to have words with me. I know. It's flexible. It's like Lego. You can piece bits together. You can do stuff, bend it, snap it, change it. It's principles-based. Principles, guidelines for behavior. You notice I said guidelines, not values. We said, let's not talk about values. People might not value the principles. Everybody has different opinions around what's valuable and what isn't. It's the first place people polarize and get into conflict. So let's just talk about principles, because no one can argue with principles. They're just principles. And it's free. All the resources, materials of S3 are available, CC license. No formal S3 organization. Just Bernard myself and Liliana David, my beloved and partner who courageously and patiently tours around the world with me and together we share about S3. So menu of patterns. Basically, in the end, about facilitating co-creation and evolution. For human beings to co-create together and evolve things. And alongside that, then, there's patterns that enable co-creation. One of my favorite ones is artful participation. Or participate artfully. Can you raise your hand if you've heard of artful participation in the room? I mean the pattern. Okay, can you raise your hand if you think you participate artfully in collaboration? Yeah. So good question to ask, isn't it? Is my behavior in this moment the greatest contribution I can make to the effectiveness of this collaboration? And if not, what am I going to do about it in the next moment? This is artful participation. It's one of the co-creation enablers. But we also have patterns for facilitating peer development. Management 3.0 had 360s. It's a kind of adaptation of that. We have patterns for focused interactions. Bernard said, let's not call them meetings. Because people meet but they're not necessarily focused in their interactions. So we've got patterns to support people when they want to focus their interactions. And meeting practices that help people to be effective when they do so. Patterns for defining agreements. Patterns for organizing work. All stolen from agile and mean. Patterns for building organizations, building blocks, circle, role. Role is optional in S3, by the way. You don't need roles in an organization. You just have them if they're helpful. Patterns for organizational structure. I just mean patterns for flowing information and influence in valuable ways. And finally, patterns for bringing in S3 if you want to do that kind of thing. The other thing that would be helpful for you to understand before I get into the meat and potatoes of today is the principles. And equivalence is basically the same as the root of sociocracy. It means people affected by decisions being the ones to make and influence those decisions. Can you imagine a world where we have social structures where people affected by decisions are able to make and influence those decisions when they see reason to do so? Can you imagine a world like that? I don't know if you're thinking about it. If you're recovering from coffee. But when I think about this, it just blows my mind. Because when I compare it to what we see in the world today, in general, it's like two different universes. Consent means the absence of reason not to. So we don't want people to influence things when there's no reason to influence things. But when there is a good reason to change things, as Jörgen was saying earlier, people change. So let's identify when there's reasons to change things and consider changing them. Because who wants to do things when there's a reason not to? Transparency. So we know what's happening and when there's a need for change. And these three together lead to accountability. People want to be accountable for things they have a sense of ownership over. And when people are able to participate, to guide, to influence, they take ownership and then they want to be accountable. We don't have to make people accountable. You don't have to make Jörgen accountable for agility scales. You don't have to make me accountable for S3. I just do it because I love it. I'm intrinsically and extrinsically motivated. Empiricism. I don't have to go into that in an agile conference, do I? And using, like, test our hypothesis in practice and use it to continuously improve so that we can be effective. So that we can do the right things in the right ways. Not just in the moment but effective in the big picture. What's the consequence of this pebble when I throw it in the water? How do I make sure that those ripples land in the way that I would wish and choose? You've seen these words before? So for me, when I came into sociocracy, these were words that were more familiar for me. Well-being and fulfillment. And one day I was talking to a corporate consultant. He said to me, James, if you're going to pitch S3 to the corporate sector, you need to talk about performance and alignment. And I was like, okay. It's not 500 hippies in an organization dot voting? No, not true. I didn't imagine that. Yeah, but I was very much focused on this, the people. I thought, okay, well, I can slice this, performance and alignment. It's like in my relationship with Lily, if we're not aligned, we run into all kinds of problems. Is anyone in a personal relationship here in the room? Yeah? Have you noticed if you're not aligned on things that can get really difficult? Yeah? That angel you fell in love with is like suddenly this demon.  And performance, well, performance in relationship, useful. But I mean, are you doing what you want to do? Are you able to achieve the things that you want to achieve together? So I thought, okay, fair enough, I can see this is relevant in any context where two or more people come together. In fact, actually, it's relevant just on my own. I mean, I'm often unaligned in light of my own internal contradictions. Yeah? And some days, I don't achieve anything. So I guess it counts for us as individuals as well in our intra-psychic universe. But considering performance and alignment and well-being and fulfillment of people, I mean, I want to feel good. I want to feel well. I want it to be nourished. I want my basic needs and preferably my aspirational needs to be met. And I also want to feel fulfilled with my day, like it has some kind of meaning. I got to thinking, what are the different dimensions in organizations that we need to consider? So I like all good ideas. They end up being mine, but I should say we, Lily and I got to thinking. Yeah. And we identified four dimensions. You might identify others. But agility, participation, agreeing and doing. And agility, basically, just to be able to respond quickly to changing context. Yeah? This is what we're talking about with agility and participation, like building and maintaining engagement and accountability.  And more important, how do you tap collective intelligence? 50,000 people. That's so much intelligence in the space. So how do you tap that to create and evolve effective decisions and do it in an inclusive way so people feel on board and they remain engaged and want to be accountable?  Yeah? How do you do what needs to be done to create maximum value? Well, I think in agile, in my experience working across sector, agile is the sector where people I think are most skilled up in getting shit done. Not necessarily the right shit, but getting stuff done. So Mikael said to me, James, when you come, can you talk about the future of organizations and be inspiring and say what is? And I was like, yeah, I can, but if we're not honest about our predicament, if we're not honest about the challenges that we face, then it's very difficult to look clearly about how we're going to solve them. So I thought, I'd ask people what they thought were some of the impediments to these different dimensions. And I don't know if I'd go through all of them because there were so many, but I just put a few on the slides. Unclear contracting. Yeah? Well, you never told me that was what I needed to do when I joined the organization. Yeah? Or oh, you never told me I had to do things, so I thought we're self-organizing. I can do whatever I like. Undefined domains of autonomy and accountability. Not mine. It's yours, not mine. Yeah? I don't know what I'm accountable for. Yeah? Or I don't feel free to move because I don't know how much space I actually have. And clarity, who does what? Flow of information and influence misaligned with the flow of value. You know, Toyota, stop the line. Isn't that just the most common sense idea you could ever imagine? Oops, drop the nut into the engine, stop the line. Rather than, oops, drop the nut into the engine. Excuse me, boss. I dropped the nut into the engine. Oh, wait a minute. I'll just, oh, I can't get an answer right now, but maybe by next month we'll be able to get through to somebody. And meanwhile, the car goes out. We lose all our customers because it's a crappy car and everyone stops buying. So how do we align flow of information and influence with the flow of value? Good question. Siloes and out of silos, unaddressed dependencies and double work. Yeah? It's like I see radically agile teams in organizations, but they're independent entities. Yeah? They're not addressing the dependencies between teams. They don't even have mechanisms in place to do so. And sometimes they even rail against it because it jeopardizes our autonomy to have those conversations. And then we end up with double work. We end up with misalignment. We end up with less performance. People unfulfilled. Yeah? And people feeling less well. Mandating methods and structures and trying to fit people in.   Tell me how you live your life. And if there's something of value in that, then I might consider it. And when me living my life impacts you in a way that you would prefer to be different, let's have a conversation about it. Let's learn. It's like applying agile mindset to relationship, applying agile mindset to collaboration, making evolving agreements. I mean, agile, I mean, it's like it's an interesting word, but isn't it just helping us to become conscious of how to live in intelligent and compassionate ways? I mean, life is agile, though. And then we got this mind and the capacity to reflect and travel through time and space. And I suspect that right now we're in a terribly infantile moment in our potential development, which is entirely unguaranteed, is going to go any further. Agile is just the way life does it. And we would do well to remember it's not something to learn, it's something to remember in us. So I'm going to move on. I'm telling myself, James, move on, move on. So participation. Lack of feeling gains and costs. Are you in an organization where you have a direct relationship to the gains and the costs? It's no wonder people aren't extrinsically motivated if they don't feel a connection to the value that they create. There's a disconnection from the bigger picture, no influence, even when it makes sense. Oh, but I won't say because maybe it would cost me my job. False autonomy. Yep, go for it. Oh, but no, stop. You know what I'm talking about? Inadequate feedback and appreciation. You were awesome today. It was amazing. Thank you so much for the value you created. And hey, you know, when that happened, can I offer you a suggestion about how to be even more awesome tomorrow? Fundamentalism. I'm right. You're wrong. I mean, okay, we're in Sweden. Like, we've got radical egalitarianism instead. But the shadow of radical egalitarianism is fundamentalism. Yeah, it's just, you don't explicitly judge people anymore. Identification with individualism or collectivism. I mean, either or. Radical individualism. Yeah, then like, big mistake, radical collectivism, big mistake. Too much of one compromises the other every time and we need to learn to find balance between the two. Agreeing. You might not agree with me on this, but that's fine. Unclear why. Disagreement about what and how. Poor decision-making skills. In fact, you know, when I said about Lily and I, Lily and I, we can be in an argument for hours sometimes. I mean, that's how evolved and developed we are. And at some point we'll say, hey, but what's the why? Why are you arguing? Yeah. And why are you arguing? We're arguing about two different whys. So clarify the why and then focus on the what and the how. Poor decision-making skills. Binary thinking. Sociocracy is about both and more thinking. Seeking perfection. Agreements made. We made awesome agreements, but we didn't do anything and we didn't write them down. We didn't remember them. Lack of feedback, evaluation and learning because we didn't write them down, didn't remember them and we didn't do anything anyway. Two busy firefighting consequences of poor decisions. This is one of my personal favorites. James, we don't have time to do governance. We don't have time to learn how to make and evolve agreements better together. Why is that? We're too busy. Why are you busy? Well, we've got loads of fires to fight. Why are you fighting fires? Because they're burning. But why are they burning? Because of all the shitty decisions you made. And disconnect between decision-makers and people doing the work. People affected by decisions being the ones to make and influence those decisions. People doing the work, being able to make and influence the decisions that guide the work because they have experience in that work. More than people from an abstract perspective looking in often. Oh, and radical autocracy or consensus. Same thing. Consensus, the one who blocks is the autocrat. Autocracy is explicit. We just know who it is to start with. And finally doing activities based on unvalidated assumptions, both short and long-term. Is that familiar for anybody here? We develop our features based on speculation and need to validate assumptions earlier. Lack of reflection and learning, inadequate communication, doubling work, lack of transparency. I mean, that's a big impediment in doing work effectively. And clarity about how to organize work. I mean, that's probably how many people in this room are making a living right now is going out there and helping people learn some basic practices to be able to organize and prioritize work in effective ways. Poor prioritization. Push rather than pull. Now, Jürgen was telling me he made his presentation like 18 times this one and 150 for the managing for happiness or something like this. And I said, oh, I changed my presentations every time because I learned new stuff and I want to challenge myself. So last night I was putting together this slide deck and I came across this idea, well, wait, what are some of the meta issues here that stand in the way? And one of them I realized was lack of respect for eldership. And I don't mean lack of respect for older people. I'm getting older now, so I hope that there's some respect for me in time. But I mean lack of respect for wisdomship, we could say, the wisdom of those who have walked a journey and bring that wisdom to the organization. And also the lack of respect for youth, lack of respect for the unadulterated mind, the open space of possibility. And the other thing I thought, well, we're living in a social institution. You're living in a social institution. And that social institution is designed to create a consciousness where people live in a state of perpetual infantilism, projecting power and accountability onto something other than themselves or mercilessly onto themselves and colluding with the status quo.  Because it's basically saying, you are more powerful than me. I don't have the power to change things and therefore I'm going to gripe or conform with you. Who's accountable for that? You are. Who's accountable for the collective condition we face today? We are. And there is no way organizations will be anything other than pyramidic command and control structures until many, many more people realize what it is to be personally accountable and realize how awesomely powerful they are and how together how awesomely powerful we are to co-create and change the world in virtually any way we can imagine. But a caveat, habitual behaviors and strategies eat common sense for breakfast, especially when vulnerable. My story, feeling anxious coming on the stage. There's good reasons why people behave in the ways that they do. We need to be compassionate. Otherwise, we fall into another form of fundamentalism. It's like the New Age movement, the integral movement, the consciousness movement. And now I'm more conscious than you because you're acting out of your habitual patterns and strategies. And true compassion requires a balance between being honest and allowing others to suffer in the way they choose. So that said, I'd like to get into some examples of ways in which we see people in organizations pulling in patterns from S3. And could you raise your hand if you're connected somehow to S3 and pulling in patterns in organizations today? That's cool. There's a few of you in here. Great. Okay. So I'm not going to name specific examples or specific companies. I don't want to do that, but I want to just talk a little bit more generally about what's happening. So driver, also known as the why, the motive for responding to a situation. You are perfectly designed to identify situations that require a response because when something looks different to what you expect or what you want to see, then you are motivated to do something different. Run away, fight, freeze, or more creatively change it in some way. So we see people describing these motivations for action in brief statements, which we call a driver statement, which is basically a simple description of what's happening and what's needed. It's like a little bundle of data that we can write for ourselves and then share it with other people to share information in a coherent way. This is an example I referenced earlier. We're creating ways to develop some unnecessary features based on speculation. We need to agree on ways to validate our assumptions earlier. When the team named this, they said, yes, that's exactly what we think is happening. And we agree loosely speaking that this is what we need to do. Yeah, didn't tell them what to do yet, but it just identified what was happening in the area of deficit. So driver statement seems to be a very popular way for people to clarify the why. Another thing we see is that people realize, well, if we're identifying things happening and things needed, then it's useful to pass that information around to the people most able to respond. So we see people passing on these driver statements to the people they believe are most able to respond. And then these people either make and evolve decisions around that, which in turn leads to some kind of action or just directly act if there's existing decisions that guide how to deal with that kind of thing. And also the same for people in roles. It's like your to-do list. Your to-do list is basically a list of drivers. It's just generally you have the what's needed part and not the what's happening part. Yeah, I need to call James, but if you add, I spoke this opportunity came up yesterday and I think it's going to benefit us. I need to call James. This makes a coherent driver statement. Another thing we see then on that topic of deciding or acting is groups of people asking, would it benefit from a group decision or just a decision? If yes, then we call this governance. Governance is basically deciding stuff. Yeah, it's like deciding what to do and setting the constraints about how to do it. And if no, then it goes in an operational backlog to be processed and done. People seem to find it helpful to distinguish between the two. One, like because it avoids getting roadblocked in delivering value when you need to be deciding how to deliver in value and vice versa. But two, because it creates a coherent record of what was happening, what was needed, what was decided so that when you evaluate it later, you can get back there and remember why you were doing it to start with. Another thing that's very distinct about sociopathy in general is it shifts the power in a group of people from a manager making governance decisions to a group of people, including the manager, making governance decisions, often a facilitated process to co-create good enough for now, safe enough to try agreements together. So looking at the dimension of agreeing, clarifying the why, co-creating agreements, creating a sense of shared ownership, tapping collective intelligence, onboarding people into the process, coming up with good enough for now, safe enough to try decisions, the absence of reason not to, and experimenting and learning in practice and applying learning to continually improve those decisions. It's basically applying agility to your decision making, the same as you would apply agility to your product development. Also, it's not about doing governance for governance sake. Why would we want to clarify the why and then define the constraints on how so that we can have less governance and so that people can get on with doing stuff for themselves? In my opinion, good governance frees human beings up to be able to decide and do for themselves as much as possible. And only when it would benefit from or necessitate a group decision would we ever take the time to call on our peers and do that. And when it would, let's do it. And if we're healed from our wounds of horrible and productive meetings, then it becomes inspiring to do as well because we just get mutual value through the process. So there's a bit of a paradox because in order for us to be free as human beings, we actually need some clarity on structure. And that's a bit of a shock to some people who are coming out of a command and control paradigm and saying, I never want to be in a cage again, to realize that actually if you don't clarify domains of accountability and autonomy, it's very difficult for people to be able to be free and act in ways that are in integrity with everybody else. So we see people delegating work to people in domains. Yeah, it's basically what managers do. No, they delegate work to people in domains. And these people taking accountability through mutual contract. And in order to clarify those domains, it's very useful to use a domain description. So many organizations I'm working with today, one of the first things we encourage them to consider is clarifying their domains. I ask people, what's your role about? And they say, Well, I kind of do this and that and the other and I say, Well, okay, so this is happening and this is needed. What are your key responsibilities? What are the things that absolutely must be done and that you take care of? And what are the constraints on your domain? At this point, people start to scratch their head because a lot of people don't even have clarity on what their key responsibilities are. And even if they do, they don't have clarity on what another person's key responsibilities are. And more importantly, what are the constraints? It's like how much freedom do I have? How much space do I have enabling constraints and where are the limits governing constraints and prefer quality skills and experience. So if that person vaporizes today, you've got a record of the kind of quality skills and experience that would be useful in the future. And we also have review dates of everything in S3 agreements, domain descriptions, reviews for people who are serving in some kind of role or in some kind of team and evaluation criteria. So on the topic of agility, then we're talking about clarifying domains. If we want to achieve enterprise agility, we need to be able to flow information and influence through the path of least and most direct, least resistance, most direct to the people most able to respond. So we link between domains and we discover the organization that wants to emerge as a consequence. So if this was you and your startup and you're navigating via attention, you don't need to design the organizational structure up front. You just discovered drivers and then you start doing stuff. You start creating circles, groups of people, you make agreements, you create roles. And as people navigate via attention, they respond to these different drivers in the way people in organizations have always responded to different drivers with roles, with agreements, with groups of people. Open domain, we have Bonita Roy, who will be talking about open locations this afternoon. So you're going to learn much more about that kind of thing from her than I could ever tell you. And we see this state of constant emerging organization. One pattern for organizational structure that I really wanted to share with you because I'm so excited about it is what we call the delegate circle. Delegate circle, when you have four domains and you need to deal with dependencies between those domains or drivers that concern the wider organization, people create a circle, they select representatives to handle all of those high level issues that the organization needs to deal with. It's basically a group of people fulfilling advisory board function, executive board function. But now from a bottom hierarchy with no managers, just people doing it for themselves. We have selecting people for roles. I'm not going to go into that today, but basically selecting people on the strength of the reason. We talk about job security in S3, but not necessarily role security. That's a benefit to the organization, but also to people, because it enables them to play to their strengths and current interests. And to support people in roles or groups of people to learn and grow, we have the peer review, which is basically initiated by the people in those roles or teams to invite participants, share about what they're doing, get feedback on what people appreciate, get feedback on what can be improved, co-create development plans, check they're good enough and integrate them as part of the strategy. This is a very popular pattern we see in organizations, and I'm inspired when a C is the first person to do it in an organization and invites an open fishbowl for people to come and observe it for themselves. So participation, in my opinion, is a natural outgrowth of addressing the other three dimensions. But if you focus interactions, if you provide a space for people to contribute, you build collaboration. And people naturally want to learn and grow together. So I mentioned at the beginning, artful participation. In my opinion, it's the simplest and the most challenging pattern in the S3 menu. Is your behavior in this moment the greatest contribution you can make to the effectiveness of this collaboration of our species? And if not, what might you do differently from this moment on to improve, including interrupting, objecting and breaking agreements? So, I'm James. That's my presentation. We have one minute left. And thank you very much for your attention. All right. Thank you very much. I was just sitting wondering when this finally this slide came up, because I was, where's the summary of all these juicy stuff? Which one do you find working with a lot of organizations is the most tricky one here? Which part? It entirely depends. Yeah, it really depends on the organizational context. If I'm working with NGOs, like NGOs, nonprofits, more socially orientated groups, then participation is often high for a while. They get roadblocked here, but they spend all their time saying they're doing it. They don't get so much done, and they're not really able to handle changes very rapidly, because they're bound by consensus. If I'm looking at tech companies today, then I see this weather front between a very pyramidic sort of business end that's very old school. I think for very good reasons sometimes, at least in their minds, there's a very good reason why, and super agility on the doing level, but the agreeing especially across the system really sucks. Yeah, and participation tends to break down and just isolate within the teams themselves. So it entirely depends on the context, but everybody's different, and I'm constantly surprised to hear of people's challenges and also where people's strengths are in organizations. And you'll be deep diving tomorrow as well, will you? Yeah. So have a workshop tomorrow. My intention is to, we're going to have a kind of slightly deeper introduction to S3. We're going to focus on making an evolving degree together in the morning, but then in the afternoon I want to open that up, and basically people bring their areas of greatest challenge, and we'll use that as something to hang S3 patterns on and in the moment kind of live, learn through looking at how these patterns can support in different ways for people to leave with some value that they can start using straight away when they go. All right, just to get back and start doing. Yep. All right. Well, thanks a lot, James. Super interesting. A big hand for James, please, please.


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The following is a presentation of TFNN The Trader's Edge with Steve Rhodes Toll free at 1-877-927-6648 or internationally at<PHONE_NUMBER> The Trader's Edge now Steve Rhodes Good day from TFNN Welcome to the May 24th, the fantastic Friday edition of today's Trader's Zed Show I'm your host, Steve Perseverance Rhodes who absolutely knows that each of us should always be pioneers of our future versus prisoners of our past Hope everyone out there is having a great day Let's have an extraordinary day and an extraordinary weekend and the easiest way to do that It's to always remember that life is happening before us Not to us That's right, we knew and I make that one little 2x4 shift It means we can find the gift in every set of circumstance that life is going to toss at us Today you and I, we get to go check on the circumstance of these markets We get to go figure out what the bulls and the bears, what the buyers and the sellers are communicating to you and I Just passed 7 o'clock in the morning That's right, if you're listening to the normal time and it's 107, the show is being recorded this morning, Friday, the 24th At 7 o'clock in the morning So we're going to take a look at the equity futures contracts, all the things that you'd like to look at If you are listening live, I would certainly love to hear from you But we'll make this show pertinent for the one o'clock hour of the archive that you might be listening to Over the holiday weekend and have a great holiday weekend So look, here's the deal You can reach out to us live right now at<PHONE_NUMBER> You can always send me an email steve at tfn.com inside the subject heading Please put a radio show question Of course, if you're listening at one o'clock during the one o'clock segment, don't do either of those Because I'm not around And of course in the Tigers Den, as John and Peter have already done Any questions will be just fine So let's go and get this show started on fabulous Friday Of course, this is Tiger Financial News Network, M.C. Rhodes, welcome to the show So right now we have Dow Equity Futures, they're trading up 169 points They're printing out at 25632 That's about 610, 710 to the upside It's pretty much across the board percentage-wise For the other three equity contracts ESMini is up 18, Nasdaq 43, Russell 2000 up 10 U.S. dollar index is off 7 pennies Not a big deal out there No huge movements that I see in the currency markets South African ran percentage-wise the biggest of the Let's say the 6 or 7 that I follow real quickly here Gold is off 4 bucks, Silver down 7 pennies And Lights we crude is up 73 cents out there So the first question is First question that's coming in is What kind of conclusions can we draw From really the information that buyers and sellers Have provided to you and I as of right now And what is it that we really should be looking for When it comes to the end of the trading day today So let's go take a look at the information out here I'll draw for you what I see And the conclusions that I come up with And then you figure out whether that works for you or not And so let's start by taking a look at So how are we going to start this I think we will start this by taking a look at the Russell 2000 first And the way that we'll look at that When I say the Russell 2000 Or certainly what we're going to be looking at this morning It's going to be the equity futures contracts But for those of you that are regular listeners You know that we spend the majority of our time there Because this is all about price discovery And I'm not going to discover a whole lot For something that trades six and a half hours Give me 23 plus and the answer is Most certainly I will So here we take a look at the Russell 2000 Equity Futures contract Very easy, very clear to see The consolidation pattern That is this black rectangular box That price has been trading in We know that price did try to break out that Consolidation as it made a high That I'm referring to takes us back To the trading day of May the 6th Now at that stage price had broken out Of that consolidation right But price was moving higher Doing it with less relative energy That's the Stevie roads momentum One of the roads momentum indicator signals And then it gets up to wave number 7 That's letter G on my screen Out here that's using one of the Chapman wave elements Not the entire pattern When we get to wave number 7 The market singing in the key of G We anticipate some type of reversal Does it happen always? No Does it happen often? Yes Should you pay attention to it? Yes That pattern courtesy of Saratoga Bob and a Basil Chapman out there And in this case here That 7th wave move combined with That little bear sash candle That followed that 7th wave move That was the way that sellers Were communicating to you That the consolidation breakout Was definitely not real Now it's transpired since then We can go back and we take a look at the charts What took place yesterday Was price was pushed down to the bottom Of that consolidation Hasn't busted yet I'm not saying that it won't bust Or that it can't bust I'm saying that we're at the bottom Of the consolidation And at this stage here We can go take a look at volume We can do that Go take a look at the Russell 2000 Volume, the spy, the cues and so forth But even there We take a look at that volume We're doing ourselves what I will call The hugest disservice to ourselves How many vehicles out there In ETF world How many vehicles out there Reflect what's going on inside the S&P 500 You've got IVV is one of them You've got so many You've got those doubles, the triples The singles, multiples out there In any event But what we can do Is we can take a look at patterns Going on inside the equity futures markets We don't really have to look at volume To understand what the markets are doing And what the message is And the message right now in the Russell 2000 Is price attacked and rejected The bottom of that consolidation pattern Now the nice thing about a consolidation Is that you've got your back up Against the wall And if you bust through that consolidation You have what likely would be A measured move to the downside Unlike when price was hitting the top Of this consolidation where there was A valid pattern to say The breakout is not real I don't see the same thing In the Russell 2000 Equity futures contract Well, let's go with the mere fact That there is a potential bottom Here in the Russell 2000 As we take a look at its Contract. Let's look at the daily Out here and let's look at the daily For the NASDAQ And we take a look at the NASDAQ We know that markets will make Tops and bottoms with one Of a handful of patterns that you And I like to look at. One of those Is that rose momentum indicator Signal. Well that went into effect Yesterday at the close of Yesterday's session inside The daily chart for the NQ Out here. Now inside the NQ What you're going to be watching for today Is whether or is the close really At 1.14 in the afternoon or 1.14 in the morning as we're doing this Right now it just doesn't matter When we look at a daily time frame chart But what I can share with you Is somewhere around the midpoint Of yesterday's session We're just simply going to call it I'm just visually looking at this And say about 7380 give or take We're at 7355 So another 35 points to the upside If we get to 7380 we should Have a piercing candle We should have a bullish reversal That's what you want to look for If you get that At the end of the day today The NQ Is calling a bottom On its daily time frame Steve Rhodes with TFNN We'll be right back The Taz Profile Scanner is the most Revolutionary piece of trading Software that you will ever try Wouldn't you like to approach the markets With confidence? 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Okay, let me Let me get that going here Here we go so now you've got You should have my charts here momentarily There we go and we're taking Look at the for equity futures contracts Which by the way as we take a look Is one of the things that you should notice Is that the NQ The color of its bar today Has turned orange and what that Should indicate now again It's an end of day thing so this is pretty Early at seven twenty seven in the morning But what it's trying to do is form a new Profile out here so we'll have some We should have anticipate Some new support and resistance levels Sunday evening With regard to the With regard to the NQ But let's get back to the ranch out here Let's get back to the real meat Of potatoes what what's transpired Here and what kind of conclusions Is it that we can draw so we know in the NQ has got this potential bottom signal We know in the Russell 2000 it couldn't crack Through a It's consolidation pattern out there But what else is it that we know Well there's a few things that we know That suggest that we should at least see more Count that this rally that we're seeing this morning Should continue to extend itself Or not I think we look to the NQ For that type of a signal If it is a bullish reversal candle today We should anticipate that that is An absolute possibility why should We anticipate that well what we should Do is we should look at other patterns That are present or we're present Yesterday and those Patterns being the following thing Number one if we take a look At the spot volatility index It is a cool tool A Very cool tool just simply because Of the message that it provides you and I With regard to the markets One of the messages and we talked about This yesterday even during the show Yesterday when the Dow was at 400 Points we were suggesting That patterns we were seeing intraday We're showing us signs of some type Of bounce or bottom But what we also said was hey look If the spot volatility index has a One day rate of change close at the end Of this session that's greater than 10% You've got to anticipate At least At least a bounce in the equity futures Contract overnight well folks That's what we had we had that right out of the gate At 6 o'clock when the contracts opened Up I think they maybe traded lower For a tad If that out there but they just Simply continued higher and why should You have anticipated that or why Should we anticipate that that also could be a bottom Because remember we start taking a look at the Russell 2000 we're going to use that as a leader Or a piece of information to help us understand What the markets are doing We take a look at these One day rate of change as blue arrow And typically when those form We see either a bounce or bottom On the next session Does it work always no Does it work often enough That you must respect it well I'd See it must maybe is that too Powerful a word for you I'll say Absolutely not you must respect What the market is coming We must respect what the market is communicating To us at all times Out here and that's what it was communicating That's the signal we had now look today Could be A one day rate of change of greater Than or greater I'm Saying greater than minus 10% I mean below minus 10% or below And if we get that that gets A green arrow signal And a green arrow signal Often is a signal Of further Highs to come it's a momentum Indicator out there When we get that minus 10% Does it work 100% of the time It works best When we're not at a High And we're not at a high Now I don't know if we're going to get minus 10% And unfortunately this is not being Replied so it's for basically Those folks that are in a den or somebody that might be Listening in live right now I don't even know if it's going to be showing up live in tiger tv But let's assume that it is and for those Of you that's what you should be looking for At day's end Because that combo Would then suggest to you and I that there's More rally left In the market so that was One element to take a look at That's one element what's the second Element to take a look at the second Element and we talked about this yesterday We weren't sure how things were going to end Was does the NYSE New York Stock Exchange Does it close at a lower low The lower low I'm referring to is versus May 13th which was at 12 526 Yesterday's closed 12 524 What that did was because Of the lower low Slight You might not have seen it it's similar To right back here when I say right Back here I'm referring back to November 20th 23rd out here Where the NYSE made a lower low But the advanced decline In reading was saying not so fast Because it was making A higher low And that was a signal that there was A bottom bottom to Bounce that was forming So it's very likely And it'll all depend upon The end of the day close Out there the question was what Conclusions can we make And we're trying to get to those But right now I'm providing you With what is it that the market needs To do today In order to confirm or deny Our conclusion out here And right now All of this combined What are our conclusions Well first of all The equity futures markets are doing Exactly what they were supposed to In overnight action And so to give you the full Read on that right now at 733 Would be premature Instead what we can just do is Contracts. Let's take a look at the 30 Minute contract when providing great signals Here was the Gartley sell pattern That it formed out here That led if you start from that Gartley sell pattern From that D point and we start doing our Wave counts to the downside Oddly enough coincidentally How does this work We looked at the Russell 2000 Daily gets to wave number 7 And just simply moves from there Well here we got that wave number 7 This began at 3 30 Yesterday afternoon Now we really did get a signal out here At 1 30 when you and I were on the air But we had to ignore that signal When I say we got a signal that's the piercing candle That may be the candle that forms in the NQ today That's a signal that the buyers Are here with a pattern that was In play only wave number 6 But price was still moving lower Doing less relative energy But that was a signal that buyers Were now really lurking out here To put in some type of bottom They waited to get to wave number 7 That was a nice 3 30 Session out there That gives you the A very wide ranging bar And now what we can also see So here's what we should be anticipating From a short term standpoint Price got through this TDSD level It did that And That says that price wants to go to the next Area of resistance But we can also see that as price Was taking on that resistance level Stevie's red line turned green That's the oscillator on change line What is that? When that phenomena occurs It tells us that a price oscillator In this case here The price oscillator is a difference In this looking at price now A little difference between the 19 and 39 Period exponential moving average That it is now at zero What's the benefit of being at zero Or above zero A bullish and a rising price oscillator Above zero We've got a rising price oscillator above zero On a 30 minute time frame But when the line turns from red to green What we anticipate is an Eventual catch up of price And that line So even at 735 We've got two hours before The market opens The cash market opens out there It may be in that time period It may be within the first half hour We'll see a test Of price And Stevie's line out there And if that's a bullish test Meaning a test and rejection Moves higher bounces off of it Well then what you're looking for Is the next resistance level We covered that or we mentioned that Which is 284775 to be exact You get above that And by the way the chart patterns Right now suggest that that's what it wants to do The reason is Because or the reason that I see it that way Is because on the 30 minute chart We get to that nine count We get to the bar following Which if there was going to be a reversal That would have been the high That is not the pattern that unfolded here And so that suggests to me That we are at least headed to 2847 And then above that Well then we go take a look at the larger Term We'll go to a 60 minute chart But it's about 2861 4 But on the 60 minute time frame Just staying with the ES out here right now We can see on its 60 minute time frame We can see the completion of the A to B Equal CD So we had wave G on the 30 minute The 60 minutes in the 30 minute Would have shown us the same A B Equal CD pattern It makes that one that's a perfect By the D point that by the way Is a Gartley by pattern Let me get rid of the A to B Or G Big old bullish reversal candle out there And now what price is doing here It's already recycled its 9 count as well On a 60 minute time frame In its resistance level Where it's gotten up to Not surprising that we saw a shooting star here At 7 o'clock that's a bearish reversal Candle As price is coming right into resistance And that resistance line is really priced here At 2841 That's another little price area for you to look at What the market is doing out here There could be Here a 9 count that occurs This is an hourly chart So we're in the 7 to 8 So that could be this bar 7 8 to 9, bar 8 It could be bar 8, 9 Or the bar following 9 that we get that reversal So in a 60 minute chart here We're going to watch to see How these candles Form Does it create a second TD set up 9 count Which by the way would give you support Right at the about the 28 2828 Area give or take And if price is able To clear this resistance to 2841 Then price would be headed up to 2858 That's what the 1 hour time frame chart Communicates to or I But hey look and I don't know if we're going to Skip through this break here it's fine with me Well because this is really not Being replayed at 1 o'clock And so this is for the benefit Of everybody in the den out here What I want you to Still recognize is I doubt Even on a bounce we're 2838 That what we're going to see folks Is a close above 2872 Now 2872 On my chart we're looking at the weekly Time frame 2871 92 is the exact number So I'm just rounding here that is The green line but what that Is and what is more important Is the mere fact that this is A close below The April lows as well as Stevie's green line out there And what I mean by that Is the following Give me a moment here to To look this up here This that work yeah So here basically are all Of the so called unfavorable Seasonal cycles the sell In may and what I've noticed here With regard to selling may May is a real deal Once you see a close below the April lows and that's the yellow Box right now that we're in you Can take a look at that this is the Dow by the way so I'm using the Dow because that's where all my Study has been on and so forth And that says that we're not Like to see in the case of the Dow by the way the number I'd Be looking at is probably 26064 Here's my conclusions my conclusions Are based on what I see today right Now the way things are trading this Morning so we've got the potential For a bottom signal confirmation And if we get that we should Anticipate more of a counter trend Rally but is that the bottom that Leads to new all-time highs I Don't know I don't think so I don't think so because I Really believe what we're going to See here is a market move lower It's only May 24th That's a trading day or not but I'm Going to go June 24th June 25th As the time frame for When the market actually makes a Good summertime bottom Out there so that's what I see When I take a look at the equity futures Contracts The other questions were And those are the conclusions Is there a conclusion out there Market is doing exactly What it should be doing and now What we have to do is Simply let the market continue To provide us with new information Should we short as we speak right now Not as I see it Not as I see it on A holiday Friday Ruby's asking she's Still short the Russell 2000 Do I see a rebound over 1600 soon so Ruby Let's go take a look at what the Short-term charts are suggesting For you and I here what we're Seeing inside the Russell 2000 On a 30-minute chart out here We're seeing a test of Stevie's red line Now it has not turned green yet I don't have the price oscillator on Here to know exactly where we're At but right now If price is holding this test out Here Ruby that may be generating A fairly significant piece of Information for you Where the Russell 2000 is Very likely headed to Let me put it to you like this As long as price remains about 15 And let's give you the Real conservative one as long as Price remains above 1505 70 Price is headed For this little resistance level You're asking about 1600 the First resistance level on the 30-minute time frame Ruby gets right up to about 1518 The second one because if price Closes above that you should really Participate and move up to about 1527 Now that's the 30-minute time frame Chart that's for the short-term time frame chart Is communicating to you and I Let's go step that up a notch Let's look at a 60-minute time frame chart The 60-minute time frame chart shows what Shows the completion of the A to B equal CD Shows a Rhodes momentum indicator Bottom that bullish engulfing candle Price has moved higher off of that It's recycled It's recycled through that nine count This says that where price is headed to 1525 and then above that 1535 You're asking about 1600 We haven't seen 1600 just yet Those other areas would need to be Taken out before that would come To fruition if we take a look At on the Russell 2000 Where is Stevie's red line That number is 1541 So let me cut to the chase here The first level of resistance Of significant level of resistance Not on the short-term but on the Time frame here is about to 1541 out there And we're at 1511 So another 30 points higher Is what I would anticipate Unless the market gives us some new piece of information Later in the day But as a 743 in the morning That is what I see I hope that answers your question Let's go to John in Philly John, thanks for calling Thanks for your patience this morning Hey Steve, thank you Steve, I'll get right to it I wanted to ask If you would assist me please With your eyes Focusing first Upon the corn futures market The new crop corn The December corn futures That be ZCZ9 I would like to see Oh, corn Yeah, just to see An independent view And if you If it be a value to you And your listeners I'd share a couple of highlights Regarding This price And what could lie ahead And this three-day weekend Yeah, so first with regard to Why don't you do that Let me just quickly give to you And the folks are listening Right now, if we take a look At corn, here's what we know This is a December contract It was at a few days ago There was a new daily profile that formed And at the top of that box John was 402 and it formed below price Which is typically a bullish Meaning out here So prices above daily and weekly This says that it wants to continue to move To higher ground out there At least resistance has failed We then go back take a look at prior swing Points and this says that prices Headed back to the May 29th May 29th, 2018 So that's what I see Just as a quick view But let me share the mic with you And go right ahead Steve, I just wanted to For what it's worth I am long These corn futures And I can envision In fact, I'm going to just lay it on the line I speculate we're going to surge Possibly 10, 20, 30, 40 Right from here And Just by way of history We're dealing right now With planting and growing season Of The United States Crops, corn, beans Wheat and cotton Well hey, we can throw that out But those first four are the biggest And We're dealing with Futures prices And the function of the futures market Is to Essentially provide Best guesses Of An uncertain Future crop size So we're not trading with corn We're not trading in these corn futures We're not trading corn We're trading Market participants' guesses As to how big or small The crop will ultimately be And that of course is unknown It's a function of Numerous things Most importantly Growing weather And what I will tell you Is these corn futures Had been shorted By the crowd Ever since the first of the year And that paid off With declining price Everybody And the short selling Getting on lower prices was Absolutely massive Off the charts massive Meaning everybody Meaning that crowd Is now underwater Dead wrong in a losing position Combined With the fact that November last year Through today Has been In the eastern and western corn Belts Has been The wettest Or has been amongst The three wettest in a hundred years And it continues to rain Delaying planting So My speculation Will be It's highly likely We reach a point of recognition And it could occur Today It could occur Monday night Or Sunday nights trade Is off on account of the holiday And the futures market Reopens Monday night at 8 p.m. East coast time And The conditions are Such That I can envision a scenario Where every Participants in the market Turn all buyers With no selling And of course that is Has certainly Not guaranteed to happen And price moves Into planting and growing season Are incredibly risky That is true So I Always use risk management But I'm Preparing myself For the possibility If not likelihood Of an explosive price To move higher So that's My position And thank you for sharing your work I'll use some of those figures To Calculate my Risk control in the event The long side is the wrong side Yeah, so John, what I did here for you to take a look at I put up my Composite symbol for Corn It's not exactly the same as As a continuous contract And it's a way of stitching together All the prior contracts To provide you and I with some other good Tas market profile information The other thing that will assist you And all the other traders Out there is I've just simply gone back to 2016 Still in a daily chart Out here and you can see A real clear downtrend Line Which right now is probably around 404 Type area But again because We can't really use the pricing levels here Actually Because It's not necessarily going to equate to what you're seeing Exactly on the June contract But I would at least put that trend line out there Because if you see a break of that You know there's another good Important piece of information For us With regard to where we're at right now The process that the bust out To the upside could take place You know today or anytime soon Over the next couple of days out here Here I've got the continuous Contract because I don't have the December One right this second And if I were to try to get that symbol Going we probably wouldn't It takes my system too long Because there's too many files that are open But I'm fairly certain John that I would see the same Thing and that is that And the TD setup count process Was day number eight Was a high out there And so a short term high One of two things could take place Now if we take a look at why is it important Folks to take a look at this TD setup A nine count out here Well if you take a look at corn specifically Again although it'll be at the continuous Contract a pricing should be similar If we take a look at the most recent high Out here and when I say recent high I'm referring to March 25th You can see there was that nice nine Top and that led to lower lows I'm not saying that it's going to lead To a top that's going to lead to lower lows Taking out the lows from earlier here In May but I am saying it is A topping signal to pay Attention to because it says That you could see a short term topping In prices John might have been yesterday Could be today or could be Monday as you are referring To and then some type of a pullback Out there likewise The cool thing about this And what But Paul Tudor Jones recognized What I always took from One of Tom's books out there And you know Tom You're much more familiar with Tom In his work than I am But what I took from Paul Tudor Jones analysis was When these patterns fail It really tells you about The further momentum in the market Which really gets back to your Initial your hypothesis Out here that we see an explosion So you've also got a set of signals Out here where If the nine count forms and Prices continues to move higher You've got an additional piece of information To assist you with That conclusion out there Likewise we get To this nine count and price pulls back It just really sets up the next buying opportunity For folks out there So that's what I see when I Take a look at and put together The contracts That way Anything else that I can help you with? Steve I appreciate That look see I always value Getting that additional Technical information to Factor into my trade tactics So have a great Three-day weekend and appreciate your work You do as well, thanks John That was John in Philly That was taking a look at the Out there. I know that John You as well as Steve Platinum so you were looking For platinum Ruby out here Let me do that then we'll go back to gold I know Peter wanted to take a look at gold I'm sure many out there want to Take a look at that as well Maybe because we've skipped breaks here They're going to go ahead and replay this at one o'clock So if you're listening at one Thanks so much for doing that We'll be back to normal programming I'll be at the one o'clock Hour out there but for Ruby If we go take a look at platinum Let's make our way up to the metals Areas trading up $8 And 40 cents out here And Ruby was asking First resistance On a rebound so here's what you know Right now about platinum Ruby You're above the 60 minute 60 minute profiles out there bullish You're above the 120 minute Now the bar is not complete The bar here will complete At 8 o'clock And you'd like to see 80780 So there's resistance level for you to Take a look at Ruby If price goes above that Then I'll just simply forward to the 240 minute time frame chart And say 81180 is the next resistance Area for you to take a look at We do have a new daily profile That formed and I don't know What the frame is on trading here Ruby But the beauty of this new profile Or it's forming I'll say it's forming The candle is orange and But it looks like it actually has formed Out here on the daily What this would do Ruby is say You could see platinum At least bounce up to 82880 Now look if it closed above 82880 that's a different thing What platinum did was it tested And rejected in the essence It's swing point from February 14 New daily profile, bullish And structure would really say to you Ruby that what I notice about The profiles, bullish or bearish Is that when price is able to close Above or below Bearish structure below Bullish structure above Let's talk about the bullish structure That's what we're looking at When price can close above 80950 Not by a tick or two What that then tells you Because that's where buyers and sellers were That the buyers, because you know buyers Are at the bottom of 803 The buyers, the group of buyers has that power To go ahead and push price at least To where the sellers reside That would be the 82880 level You did say you were using the 4-hour time frame chart Well if you just focus in On the 240 then what you're looking at Is 81180 as your resistance level That box out here I'll just expand it for you as you take a look at it That box is fairly equally distributed So no more power to the bulls Or bears as I see it But 81180 becomes your resistance Level So I guess This is the end of the show then Folks is that what I'm here up next with news and I guess it is So Folks thanks so much for putting up With the power issues that we had I want you to have a great Weekend, a safe weekend out there And watch the close today It'll reveal a ton of information As to which way the markets Are going to move next So stay tuned Because also doing the show early Is Basil Chapman And we'll look forward to seeing you come Tuesday Take care Since 1984 Basil Chapman has been using The Chapman wave methodology to advise traders Of his expert market opinion While originally hand drawing charts From the late 1970s into the 1980s Basil noticed that prices Under most circumstances virtually Always had a certain number of legs To the upside before declining sharply Later Basil found that computer Software which included the standard Market technical indicators enhanced The degree of accuracy in calling price Turns as well as market trend calls Thus was born the Chapman wave Sequence using the Chapman wave Methodology along with other indicators Basil Chapman advises his Subscribes