Hello hello and welcome to the vlog. I should be like a rapper right? Probably not. But today is a good day. It is hump day. It's Wednesday which means it's trash takeout day and there's dog. Um I've taken a dog on a walk. I have also shoveled because it snowed again and um yeah I got motivated after the shoveling and I did something you guys. You want to see? You want to see? I made a thing! Yeah! You guys want to see closer? I know a couple of you do so let's take a look. All right so if you guys follow me on Instagram you would know that I went to a place called At Home in Blaine. That's where I got all of this from minus the pinecone garland and the tray and I'll talk about that stuff in a moment. But I got these really pretty they're kind of like mercury glass but then they have gold you know hardware and I got these lanterns from At Home. They're kind of like silver and gold and then I got these guys. These are like a wax candle but it's like a battery operated wax candle. Right now I have them on the six hour setting so that's kind of cool. They don't flicker but I don't really mind that. And then also I got these trees which are kind of lost I feel like but I still like them so I'm going to keep them. I got these like glittery green trees from At Home and then let me take this out for a second. I got some coasters and then under that is an upside down little tiny bowl because they needed a little bit more height with the garland that I put with it. And the garland I actually got from Wayfair I believe. Yeah I think it was Wayfair and it's the same garland that is on my banister as well as up above there. It is a lighted garland so I did actually put some batteries in it over here so it's like kind of like lit up a little bit. But yeah the pinecones are kind of huge but I still really like it so whatever. And then these little white, I don't know, berry things. I also got it at home and they came three to a pack so there's six total in here. I just kind of like shoved them in they're all in a wire. And then this tray is like freaking amazing right? So it's like a wood lacquered tray and I got it at West Elm and you could take my bestie Instagram enabler Kelly Nan for that. I would put her blog down below. She has like the most amazing home and lifestyle blog. It's so good. I want to like buy all the things that she recommends for sure. So she enabled this 100% and I'm sure you guys are thinking like oh my gosh that is like ginormous for your table. But my table actually extends so during the holidays it's going to be extended for my holiday gathering. So I thought that was really cute. I mean what do you guys think? I hope that you guys like it. I do realize the pinecones are like a little bit overwhelming but like isn't the holidays just like a little bit overwhelming anyway?  So anyway that's what I did for the last like 20 minutes is put that little bad boy together and I've been wanting to put it together for a while. I just haven't felt motivated so like I've just been trying to give myself some space to just do what I feel like doing you know what I mean? So anyway oh and I should check my chargers with the size of that little like table scape thing. So I have my chargers sitting out because I don't know where to put anything and I'm like oh I put it out if I'm just gonna like grab for it in a week or two anyway. So I have two chargers here. I got mine from World Market again another Kelly Nann situation. Oh it's kind of coming off. Let's see let's check the other side. Okay this side it fits perfect so I think I'm just gonna like fudge it a little bit and like move this sucker a little further this way because the charger is just kind of cute you know what I mean? Like yeah it'll be fine. It's just going to be over a little bit. My table is a little bit narrow. It's from Ikea. Ikea typically has like really efficient furniture and not like oversized furniture so and I can always move this too if it's like too much you know what I'm saying? So I'll figure that out like the day of the gathering because I can always put it somewhere else but I think it's super cute right? So anyway let's turn the tree on oh there's the Doyle on his couch. Hi buddy hello hello. I got another one of those like today when I'm out walking the dog.  I'm always fearful that that dog is gonna come up to him but I did talk to him today I was just like passing by and his dog was like in the driveway with him off of a leash and I was like hey just FYI like my dog is not friendly to other dogs and he's like oh he looks really friendly I'm like well yeah I mean an axe murderer can look friendly too but like Doyle's crazy like do you see this he's a little bit nuts yeah he's having a good old time but I'm like just because a dog looks friendly doesn't mean it is friendly and like the most unfriendly looking dogs are usually like the sweetest dogs so I don't know I was like yeah you know he's just really doesn't like other dogs he never has he really likes people but he really doesn't like other dogs so I'm just letting you know um and I said like do I need to pick up my dog and he's like no I'll just tell my dog to go inside like okay well that's cool I like your style dude but now he knows and he rents there it's a rental across the street and um we're like kind of like across the street candy corner a little bit so um I see him out walking his dog once in a while too but I'm always so fearful that like some dog is gonna go bolting towards Doyle because he looks friendly you know and um it's not gonna end well because Doyle is gonna go apeshit crazy so yeah anyway that's enough of me talking about other puppies but um I wish Doyle was friendly though guys I like really wish he was friendly but he's just he's just not and there's nothing I can do about it nope nothing I can do about it this dude's almost 11 I don't think he's ever gonna get the friendly with the other puppies can I can I have this can I can I have this yeah oh ready he just loves playing with his little duck today that's his you know baby of choice I call his uh all his little plushy toys his babies by the way isn't this so much cleaner than before because I wrapped like all the gifts you guys I don't know if I've shown that yet but there's like a lot more gifts underneath there now which makes me feel really accomplished but I did film a gift wrapping video which I'm not sure if that will be up before this video or not but I gotta say I haven't even watched the footage back but I was out of frame like so much in the video and it kind of was driving me crazy actually just filming it so I may just scrap it and then film another one even though I don't really have anything I mean I guess I have a couple of things to wrap but they're for like gifts for people in another state that I can just ship to them yeah I don't I don't know I haven't really like I need to look at the footage though I just need to look at the footage because I just I'm very suspect that it's not good I'm very suspect that it's not good what do you think Doyle do I need to film another gift wrapping video probably probably um I don't really have an update from the overstock situation uh they emailed me it was the same email um that I read to you guys last night and um they're gonna be sending me out to my actual items I did get the return slip so that is going to be going back um I just left the little rug thing at my office because we typically get UPS like once a week so hopefully but we haven't had it this week at all so I don't know I told the guy that actually orders stuff that comes UPS I was like dude you need to order some more stuff because like I gotta return this thing and um so yeah so hopefully um we'll get UPS this week or next week I have like 45 days or something to return it so I'm not really worried about it and I can go to a UPS store too but just to like not go would be like really helpful but we'll see if it if I don't get a UPS driver that comes to my office by the end of next week I will take it to a UPS store for sure so just to make sure that it you know gets to the right place it needs to be going but anyway um I have been rambling on for a little bit too long about things that probably don't matter but that's the whole point of the vlog right yep um I'm gonna eat a little bit of something and then um I don't know what I'm gonna do because yesterday I said I was gonna add it and then I didn't and um tonight I should add it but I don't know if I'm going to so it's gonna depend on how the mood strikes me but um but yeah so uh I will see you guys in just a moment okay so it is past like 10 30 at night I didn't get anything done I just kind of like hung out on the internet and got suckered into watching a bunch of videos anyway um I just took the dog out on a walk and took the trash out here's the pooper and I figured I would show you guys um how he gets his meds I don't know it's not very exciting but he has one quarter of a piece of cheese every morning and every evening so basically he has a half a slice of cheese a day so it's obviously the evening time so we're gonna go for the one quarter that is in here and we're gonna put this one back because this is what he's gonna eat tomorrow so yeah I used to let him eat like a whole slice of cheese every single time or like one a day and I'm like there's no reason for that so here is his little pill container so we're on Wednesday evening and um yeah here's his beautiful pills he takes seizure medication he takes fish oil and then he also takes uh like a generic benedryl because he has like itchy um itchy skin so and then he just eats it like that so excited about it it's like his most exciting time of the day but anyway update on the centerpiece I'm getting lots of nice comments about it I did turn all of the like electrical things off so that's good and now I'm gonna turn all the other electrical things off and Doyle's like peace out lady I'm going to bed and the heater or the furnace just kicked on so it's like his most favorite thing is to sit on the um heat vent upstairs oh you know I bought this like timer thing for the treat I've never learned how to program it I just have it plugged in I don't know maybe I'll learn how to program it at some point I just like haven't sat down and decided to do it oh gosh some days I'm like super duper motivated and other days I'm like freaking the laziest as they come I'm gonna put all of my water in my tea kettle so I'll be ready to go for the morning time and yeah that's that's what's happening I'm going to bed you guys exactly what's happening all right so I got all my water in my tea kettle and then in the morning I just need to like flip the switch and click it on and wait for it to get done and while I wait I'm never sure you guys this in the morning because I'm not a morning person but I cut an apple take an apple cut it my favorite is a honey crisp I don't think it'll no it's not gonna focus that's okay um a honey crisp and then I have one like little packet of strawberry yogurt as well so I prep the apple I eat that actually on my way to work in the morning and then I have the yogurt as I'm just kind of waiting for the tea to get done just kind of like get something in my system so I don't eat like really super gross things throughout the day but yeah that's the update here I'm gonna finish and drink the rest of my water here because I like to have at least two of these when I get home from work every day full of water I swear it's water you guys and um yeah that's that's it that's I mean you know it's I feel like I've been super boring lately but also I feel like that because I haven't actually watched back any of the footage because I haven't done any ending so I think that's part of it but anyway but I'm gonna let you guys go for now because if I keep going I'm just gonna ramble on about like total nonsense that you guys probably don't care about I don't know I can save it for another day okay but I think I'm gonna do a laundry day Q&A I don't think this video will be posted by the time it's laundry Q&A but my next laundry Q&A like the next Friday I guess I should say not this Friday but next Friday my brother's gonna be in town so I don't really want to do a Q&A then because I want to show I'm gonna bake that day right like Emily's gonna bake like oh my gosh alert the authorities you guys but I want to show you guys the baking process and I don't want to do like a Q&A and I haven't done a Q&A yet in this vlogging series I thought it would be kind of fun so I'm gonna post on Instagram and Facebook uh questions or not questions but like a call for questions and then hopefully some of you will ask some questions and I will do a laundry Q&A this upcoming Friday so yeah but I think I'm gonna post that tomorrow so you guys have enough time to you know ask your questions because I will answer most any question there's a few I don't answer because it's like either nobody wants to know that or you just be in freaking nosy so no thank you but all right I've rambled on for too long I'm gonna go I will see you guys tomorrow for the next vlogmas thanks for staying tuned feel free to thumbs up the video or like that if you liked it and then um you can always subscribe too I will be back for more of vlogmas very very soon and I will see you then bye guys


That's funny it's going on everyone Sam here with late in sports car driven 23 Panini downrest football hobby three box break number seven random Team style look again at your random results as always you can find these on the website under the results tab as well as link and chat Sean D With the Bears Michael P with the Chargers up top and then down you've got Darryl M with the Giants and David K with the Falcons So good luck everybody Let's get started I bet $1 $1 Slaps so I'm not I'm all my bets are a dollar and if I'm super confident I might go $2 Here we go. Mari Cooper Elite series hand in hooker. This is all hardship right still Bijan Robinson CD lamb Champus here one point Fred Jackson as a seahawk. What? Dude, what are we what man? Team Tandems whoa? Oh Peyton Manning and Jeff Saturday.  Yeah, man. Let's go.  That's so sick man. I love these teams hand them They get like randomly inserted into into products. So there's a couple in Zenith last year This is from last year good good stuff David's in chat, too.  Good Lord Cedric Tillman Kendra Miller tank Dell bomb squad and Andy Dalton. Absolutely. That's nuts, man It's a nutty card It's not numbered those are usually not numbered. There's very limited print run Irving Friar legend series Jonathan Mingo and Chase Claypool to 100 Lou Nichols Trisha and Worf's all pro-kings J. We go to 399 for the buck marina cans Micah Parsons Joe Thomas and Joe Burrow Marvin Mims Rishi rice and Michael Pittman Aaron Rodgers that is missing name plate for the Jets Will Anderson Justin Fields and Likert Blunt as a patriot not as a buck Fred Jackson as a Seahawk that threw me off That really like that's in my head now Bryant young Zay flowers gridiron Kings and Byron young to a tag of Iloa Jordan Addison and Dak Prescott Sam LaPorta Josh Jacobs power plus Clayton toon and on tabion wicks to 430 the Packers Tyree kill got a Tyree kill again in Miles Sanders That was JSN rookie almost by Jaden Reed nice one there retro series to 100 on the canvas is Michael Wilson and Daniel Hunter, but nice. That's sick. Kyler Cole Murray on the full name short print Nick Chubb bomb squad Quinton Johnson and will shields Zach Harrison Nick Chubb That's a canvas of Michael Meyer will Leviss read the Titans and base Sam Smith Quinton Johnson nice one there rich Eisen and Jordan Love Jay Hart DTR lead series Justin Fields Graring Kings of Rogers and sauce gardener to a hundred Jalen Hyatt on the aqueous test. I like that please nice one there. We've got Aidan Hutchinson Jarek McKinnon and Von Miller What a cold Galamari Five to go as well everybody on flawless five to go And I really got you losing it dude. Yeah, it's only 10. I mean it is 10 30 to be fair, but still I guess I can't really say The Bonocene focus up here Jared golf And Derek Carr I'm having TJ for like the you know he's doing the the funny reactions of the month We pulled a Jared golf auto yesterday me and me and Bofa literally went like that at the same time And then put our thumbs down at the same exact time. It was like perfectly synchronized. Here we go. Can you pick it? There's Henden Hooker and KJ Henry to a hundred and the press proof Now we didn't get we didn't order anything actually little McDonald aqueous test of Devin Duvernay for the Ravens patch my home's action all pros Tommy Tommy Townsend and CMC Run CMC Musgrave elite series of Mon Ross St. Brown, Warren Moon and Anthony Richardson read Yeah, yeah, Diaby Shaq Thompson on the missing name plate Downtown Jalen Hertz. I think it's still only at two like I pulled two. Yes. I pulled Cooper Coppin Marshall Falk That was it Max Duggan, I don't meet he might have Kendra Miller John Domingo and Trevor Lawrence. I don't know if he did. I don't remember if he Will Leviss Sam Laporta and Max Crosby. Nice one there He did not I know he didn't pull any this morning.  Yeah Tyler. Congrats, brother. Phil. That was awesome. They'll see One of the cooler sketch art that I've seen. Yeah, same man. Let's go one of them. One of my favorites. I've pulled That we came for I know you took six in that one. So Zach Harrison, Tyree Wilson So the travel will she appreciate you my man. Thank you Tyler. We appreciate you Travis etn jr. To 25 on the 23 Don Rosado Jags Dalvin Cook, Quentin Johnson and Chiggy Quanquo Again just five to go and flawless everybody five to go Tago Tago Sam Laporta Thomas Roderick Jones. Yeah, everything's on sale like hundreds off Sean Brace young rookie legend series of Al Stop Zay Tobin Quay Walker to at 112 Jaden Reed There's Thurman Thomas to at 199 Tay Adams J Jettos Nick bossa bossa Yeah, very detailed Mazaz Lee card for sure Damian Pierce the bonnet a chain to 100 and Danny Dimes Channel to is a bot lobby full of steamers they steam Take one downtown Let's go man for the Giants.  Holy crap, man, right? What a break is right going to Daryl M Three boxes. Yes, sir She's got a giant in the background Big Apple. I like that. Yes freedom tower in the back as well as the Statue of Liberty and grads on that one There we go We going down Zay Tobin Michael Wilson Clayton tune and red Jordan Poyer Joshua with an inception spots and stats with the bangles and eagles down to three Three to go. Come on, baby. Let's go. Let's go stats. Thank you. I'm stats. Appreciate you my friend Three to go man three Tago. Who do we got? We got the bills We got these saints and we got the Seattle Seahawks. That is it and flawless flawless Flawless flawless football PYT slap last break of the night. Let's break. Oh the night There is Davis JSN Tate Johnson Clayton tune Rich Eisen, Stefan Gilmore, Jaren Hall, Joe Cleco, DTR and Jamo to 410 File after game play FIFA Josh Allen. He's got a huge FIFA guy now. They're they're huge FIFA guys now Glue my wad last night fair fair fair fair fair fair slap Nolan Smith Devontae Adams, Joe Burrow and Michael Meyer Red Yeah, that's also valid. That's also valid CJ Stroud Michael Wilson on the missing name plate nice one there for the Cardinals Bryce Young rookie fields and base actually is Anthony Richardson Hayden Hurst Correct you are correct sir to be below two miles Garrett Jordan Addison and Alex Highsmith Football team gets spanked by Texas. How did Ali Gordon play John Domingo champ Bailey? Belton Kincaid and Jalen Hurts to a hundred.  I didn't know he was hurt to be honest Charbonnet Well, he put that he played though, didn't he? That is Jalen Hyatt Tank Dell and Tyler Smith because I know there was lines for him Rishi Rice Nikbosa champ is here Thornhill and Franz Harkins and okay did he just played her got you got you got you got you Dalton Kincaid Keanu Benton to 25 nice one there Yeah, he was yeah, he was the happen yesterday. He was yelling for Jalen Carter in Devon Singletary. That's all he does. Yeah Just fluent in the Japanese man Right. No, no, no for sure for sure. I trust you trust me Japanese Sean Clifford tank Dell DJ Turner. I Know when Sean thought that You or me ace was catching some strays on that one ace was catching some strays Antoine Winfield to 69 Still taking your socks That one night you're like reaches in my hamper and grab socks I'm taking my socks. He really reaches in the hand or pulls them through the hole in the hamper 399 bro Come on. Come on. So Cameron. Stop Cameron. T-Law Joe Thomas Being Upsons Bedlam Sean Clifford Nick Chubb power plus Kaderious Tony champ is here to 100 and a George Carl Aftis Peter Skaronski Roshan Johnson base and Tony Mandrick the incredible bulk getting a cameo in this. I do Enjoy that.  Thanks again for the fill up next is number 20 number


program we go in right into the classroom right into the Venkatov school and the program is a model that we're using and his name is Gilbert J. Botvin and there are three sections that we touch on personal self-management, general social skills and social resistance skills. So within those areas there are eight programs that we go through. The first one is self-esteem, decision-making, smoking, advertising, dealing with stress, communication, social skills, and assertiveness. And our other program that we cover is the after-school yellow bus program. How this works is Heather and myself get on the bus at the school with the children and we take the ride home with the students. We bring with us some material. We have these activity boards which will include either an Aboriginal activity or some hidden pictures. These activities keep the students busy while they're on the bus so it keeps them out of trouble. They are able to make friends at the same time as they're doing their activities and we're also on the bus to help the driver with behavioral problems and we're there to help against any sort of bullying that could take place on the bus. Currently I believe we are the only people that are doing this within Edmonton riding the school bus with the driver to ensure safety and fun and it makes it makes for a very rewarding experience for everybody. Well for the life skills we're in classes grades 3 to 6 so currently we're in six classrooms and we take a half hour out of the teacher's time which is actually within their health curriculum. The age group for the yellow bus is from kindergarten to grade 9. What in your opinion makes it an example of excellence in Indigenous education? Well they're learning a lot of things about basically well the personal self-management which is how you know goal-setting, problem-solving, decision-making. Social skills are learning how to communicate, how to make a friend, how to keep a friend and the social resistance skills is a big part of it. We teach about smoking in the harmful effects and also about alcohol in the harmful effects and within our teachings we just do a lot of fun activities within the half hour so we do a lot of role playing, a lot of question and answer and we do have some items that we bring in to do visual aids for example when we're talking about anger we have made a like a volcano and that's how we kind of show how when you don't talk to anybody your anger can build up and you explode like a volcano so we use our visual aids to to help teach us. And how do you measure the success of this program? Well at the beginning there are actually three levels so beginning school year September to December there's level one and then from January to March level two and mid-March to June level three and how the program works is level one and level two and level three we teach the same topics over and over and over again so they get for example self-esteem three times in a row. So within that first time second time third time it is built up and they're learning different things about self-esteem and within all of that the program is basically they're we're trying to have the kids cognitively hear the information and listen to the information and kind of take that all in and kind of level two they're kind of shifting their behavior into um gee you know that you know maybe I can help out a friend if a friend is being bullied and then the third level it's like at the end of the year we're hoping that they basically they have shifted so they actually will intervene when a friend of theirs is being bullied for example so how we measure that is we do have a pre-test and a post-test so in September we we have a pre and then after the first level we have a post and another post another post and so at the end of the school year we have significant valid information that we have collected that they are changing and they are behaviorally changing how they're thinking and what they're doing I believe that indigenous education is having some cultural aspect to the education that the students are learning if that is a language here in Edmonton the language taught in school is Cree at the school that we that we are a part of and we're very happy to be happy to be a part of Benkafrup school they also teach regalia making they teach how to dance palo dancing jigging fiddling beating all these different aspects which if we don't teach these things to the younger generation these things are going to be lost over time so I'm very happy to be a part of that what is your vision for indigenous education over the next 10 years well that's a tough one because I think it could go on and on basically every every day is a learning day and every year is a learning year and we've actually seen kids grow up we've been in school for five years now so we've been teaching this program there for five years and the stories that have come out of what we've taught kids are coming up to us and saying I you know I didn't take that cigarette when it was offered to me I helped a friend when the friend was being bullied I made a good decision for myself today I didn't steal that chocolate bar when I was peer pressure too so as we go down the years I think every year builds on the next year and the kids will be graduating from the school and being a part of society and and having their own kids and teaching their own kids what they've learned what information or materials resources do you need to achieve that vision aside from funding well I think we have passion I think me and Tanya we work together well and I think the school sees the the passion that we have for the life skills program and the bus program and we're very welcome in the school to partake in other activities that they're having we walk into the school and the kids are walking down the hallway and they wave to us yeah they're always happy to see us we get hugs every day yeah and and the other part is they tell us things that they haven't told anybody else so we're not teachers we're not a parent we're kind of somebody else that comes in the school and they basically can they tell us things and they they're happy to see us and and boy that they grow well like we've seen little ones grow and they're in some of them kids are taller than me now so um so that's passion I think the passion and and what we give and I think everybody sees that what I love to hear is yay we get life skills today are you on our bus awesome so the kids are very happy to have us in their classrooms and on their bus it's a lot of fun the programs that we teach are great they really are they're so good that I actually put my kids in that school just to be able to access these programs and to be able to to learn these different things


I'm on Twitter at Ernie Miller. You probably shouldn't follow me unless, like, this is my most popular tweet. I'll let you read that. So if you like things like that, go ahead and follow me. Yeah. I work for a company called Invisium. We're an application security consultancy. And I am the director of engineering there, which turns out does not come with an awesome chair or a megaphone. Instead, it comes with a crippling sense of responsibility. You see, in previous jobs that I've had, I've been able to fall back on one great excuse. If I've ever been disappointed in how things have worked out, if I've ever been kind of let down by my managers, I can always go back and say, well, it's not my fault. If I wasn't given free reign, maybe. And that's not a particularly proud moment for me to say, you know, it's not my fault is how, you know, I fell back on as far as how I felt about things. But, you know, there it is. And I don't necessarily think that I'm alone. I think there are a lot of you. In fact, by show of hands, I hate shows of hands, but we're going to do it, how many of you are showing your hands already? I haven't asked the question. How many of you have been at your current job for less than a year? Keep your hands up. And if you have been in your job for less than two years, raise your hands. Okay, so look around the room before you put your hands down. Realize that half the people in this room right now, fully half of the people in this room have not been in their job for two years. Okay, you can put them down. Unless you want to just do that for the rest of the, that's cool too.  So I'm assuming none of you thought you were the problem. Was that accurate?  So it's just easier to move on. Now the problem for me now is that as director of engineering, I'm responsible for the software. I'm responsible for the team. I'm responsible for the culture. So essentially it all adds up to being it's totally my fault if I end up leaving. This is a lot of pressure. So I started thinking about, you know, what is it that I really find makes me happy in a job, makes me want to stick around, or conversely, what makes me want to leave? And so it's time for a story, and I want you to know this is a true story. It is not important the employer who this story is about, because first off, they're probably not running things this way anymore, and second, if they are, they won't be around much longer, so it's not going to matter. So I was brought on to lead a team of technical folks reporting to a CEO. This is a CEO. I was concerned I was just going to end up managing people and not get a lot of time to write code, and I was going to hate that if that was the case, and I was assured that wouldn't happen. And you know, I raised a number of other objections that he had a number of excellent answers for as I continued working through the process. And so I went ahead and took the job. Fast forward about half a year. Sure enough, I'm not spending as much time writing code, who saw that coming. In fact, I was spending a lot of time triaging a Kanban board full of more urgent tasks than we had people and time to deal with. This is my real Kanban board right here. I didn't say I was good at it. And I was doing the best that I could to shelter my team members from the wrath of this formerly so jovial CEO. And so I went to approach the CEO about this. And I said, you know, look, this isn't what I sign on for. People are super stressed. I'm not getting to write code. I'm not getting to do engineering. That's what I signed on to do. And he said to me, I kid you not, you're thinking of this all wrong. Think of it like another development task.  He sent me on my way. It was then that I realized, probably not the way that he wanted me to, that I knew now why I wasn't happy. I knew now what the problem was. The problem was, my boss was an engineer. As a former engineer, he wanted to run the company like it was software. He wanted to treat it like it was possible to engineer. But there may be a world where the answer to this predicate is true. It is not the world that we live in. People are not objects. It doesn't work. So here, now you can imagine, it's no wonder I was miserable. Here I am. I'm working at a company. My leader was actively working. He was telling me, I'm dehumanizing my employees. They're not humans. They're objects. And surprisingly enough, employees were overwhelmed. And so we were, again, overworked. We're trying to hire. We couldn't hold onto new hires because, surprise, they had boundaries against manipulative and exploitative stuff like this. And so I felt like I was the only one that was seeing this. I felt like my CEO had a reality distortion field, but the polarity was inverted. And so it was just affecting him. And maybe I was miserable. And I've always been sort of maybe a little more sensitive this kind of stuff. I've been doing volunteer counseling for about six years now. But even before my volunteer counseling work, you might say I've been a sensitive guy. And this was really excruciating. And I had repeatedly attempted to use all my counseling know-how to counsel my CEO on this. Like, hey, maybe people aren't objects. Maybe they're people. Eventually, I walked away. And certainly, you might think this is an extreme example. And it was. But I don't think that it's unique. I think that I've seen this pattern before. And I think that the business values some things that are kind of in conflict with what it is that we might value. And it values things like predictability. It values things like measurability. And it sees control as the means to those first two. And I completely understand this. You need to be able to make promises. And you need to be able to know that you can keep them. So I've seen this pattern before. Just not quite as pronounced. And companies want things to be neat and organized. And again, it's understandable. But that's not how people are. And companies are made of people. And people are messy. But it doesn't make them any less beautiful. And so how does a company deal with messy reality? Well, it deals with messy reality the same way that we do as developers with abstraction layers. So you abstract away the human part to get the shape that you want. And you reduce humans to just another resource to be mined, measured out, and applied to the problem. We need x resources times three hours per resource to make this thing happen. And if you ever thought about that, really, corporations abstract humans as resources when the only corporeal thing about a corporation is the humans, that's kind of messed up. And so the thing that I landed on, the underlying philosophy that I wanted to guide the team that I was going to build and any team that I would want to work with in the future, is pretty simple. It just needs to recognize that we are humans working with humans to develop software for the benefit of humans. It's really deep, right? It's really deep stuff. Now, I don't pretend to say this is some mind-blowing revelation. What I do say is that if you stick with me for a minute, there are things that kind of naturally arise from a recognition of this fact. And so I settled on the term for this called humane development. Mainly because of what humane means. Humane is defined as having or showing compassion or benevolence. It has to do with inflicting the minimum of pain. These are all things that I think I would like to see in my workplace and in my coworkers. So I think it's in direct conflict sometimes with something that we do today, or at least the way that we do it today. How many of you all do agile today? Really do agile?  So there's this talk. Uncle Bob gave this talk, The Land That Scrum Forgot. And it's really interesting because it's a bit of a history lesson on how we came to the term agile that we know today. And I thought I would share a little bit of what he had to say in this presentation as well. Because it's really useful. So he said that he had sat down with Martin Fowler. And said we should form an organization. And they set up a meeting and they sent out invitations. And they called the people that became part of this organization. They called it the lightweight process summit. And at that meeting, they came up with the term agile. He says he believed that word Cunningham is the one that suggested we need some way to say what we believe without disparaging the old way of working. So to say that we value the old way, but we value these other things more. And so we landed on the agile manifesto. You all have probably seen this site before. You've read these four very, very sane insights over the kinds of things we should be focusing on, these things on the left, individuals and interactions over processes and tools and working software over comprehensive documentation and so forth. And I hope it's Kent Beck actually here. Because if I misquote him, this is going to be bad. But I'm quoting Uncle Bob as quoting Kent Beck as saying that if we call this agile thing agile, it should be to heal the divide between business and development. And everybody agreed. And around this time, and not too long later, Kent Schwaber formed something called the Scrum Alliance. And he said that he wanted to start running these certified Scrum Master courses. And so this is really interesting. He says that the people that were taking the certified Scrum Master courses were not developers.  Who didn't think it was stupid? Project managers. Now, project managers were taking these courses so that they could list Scrum Master on their LinkedIn profile, because they think LinkedIn profiles actually are important. And so they were taking these courses, and now they were Scrum Masters. This was part of their identity. And a Scrum Master was never supposed to be a manager. It was explicitly not supposed to be a manager. But here we had these project managers getting certified as Scrum Masters. And in fact, the idea was supposed to go away. The idea was that you eventually didn't need a Scrum Master at all over time, and you would rotate it among the team members. And I like the way that Uncle Bob said this. I don't think the project managers who took the certified Scrum Master course liked that particular interpretation. And so you see what happened as organizations began to embrace this idea, this agile methodology. They took these things that had been on the left, and it gradually shifted back to the right again. Do you see what happens? It's like an embrace and extinguish. And I don't know that it was intentional. I just think that that's the way that corporations work. But we like the term agile, because agile cannot speed. And speed sounds great. And speed is closely related to another term that we seem to love in the startup industry, especially, hustle. I don't really like the term hustle. This is a result of a Google image search for hustle. It's like some kind of a messed up wall of motivational posters. I like the only place greatness comes before hustle is in the dictionary. It doesn't really say much. But I do make one exception. I'm not a fan of hustle. I do make an exception for this image right here. This is Pizza Cat riding the Taco Turtle. That's OK. If you look at what hustle really is, and people are going to argue with me about this, and I know this. They're linguists that will say, well, the words, they change meanings all the time. I don't know. I think we're fooling ourselves. I think that hustle still means very much the same thing. Find me a definition over there that's remotely laudable, like forcing someone to move hurriedly, engage in prostitution. What is it that's so valuable about hustle? We've turned hustle into a virtue. And in fact, in startup culture, a lot of us have adopted this motto, move fast and break things. You all know where move fast and break things came from, right? Facebook, no. Tornados. Tornados have the motto, move fast and break things.  And I think that the notion of hustle as a virtue is one of the most damaging memes that afflicts us today, as software developers. But we have it. And we spend a lot of time playing planning poker and assigning points. Points? Get it? All right. To track velocity, because we're sprinting, right? We're sprinting. Sprinting is a perfect analogy, because we do a sprint, and then we take a recovery period to rest, right? We take some time to recover from that sprint. The weekend, maybe? People say the weekend counts. Now, I'm not much of a sprinter. I have been doing Tabata protocol stuff for a while now. This is Dr. Izumi Tabata. He's a researcher that actually did some tests where he discovered that one of the most optimal ways to increase your capacity for exercise is to work for these tiny intervals at super intense work level, and then rest for half that amount of time. So I would argue that a typical sprint might be one to three recovery. Each block is 10 seconds in this case. The red blocks are work blocks. I would argue that maybe we're not sprinting. We might be Tabataing, possibly. But it really doesn't matter, because none of these are designed for sustainability. You're not supposed to be able to maintain a sprint. You're not supposed to be able to maintain a Tabata pace. If we're going to stick with a running analogy, I think probably marathons would be a better analogy. Now, I am not a marathon guy. I am told that in a marathon, you're more focused on the finish line being something of an abstract concept for a long period of time before it becomes real. You just focus on putting one foot in front of the other at a sustainable pace. Because if you can't move at a sustainable pace, it's less than worthless. You're not going to finish the race at all, and there's a very good chance you're not going to be able to be in the next race as well. And this is why it's important to be willing to share the big picture with your coworkers.  If all we're looking at is the very next finish line that's 100 meters in front of us all the time, then it seems easy to force yourself to push a little harder. Ah, this isn't going to be the next. This is the last 70-hour work week I'm going to do. But you need to be able to operate a sustainable pace. How can you plan a sustainable pace if you don't have the destination? So all of this tracks on to one thing, which is estimates. This is a photo of my front drive in February. We had some decent amount of snow, which in Louisville, Kentucky, where I'm from, is like anything more than two inches. We had about seven inches of snow. I've lived in this house for over five years. I've shoveled the drive countless times. I think I know how long it's going to take me. I think it's going to take me about an hour to shovel this drive. I'm relying on estimates from the weather person who says when the storm is going to stop. So I think to myself, I'm going to go out and get this knocked out in an hour. It should be stopping while I'm out there. Well, the snow kept coming. Backlog kept showing up. And I kept shoveling. I still didn't really keep track of the time, per se. And I thought I was probably close to an hour when I came back in. Turns out my one-hour estimate was 2 and 1 half hours of shoveling in this drive that I've lived in this house for years. I've done it a million times. If I can't estimate something like that, where I'm concrete results, how can I possibly be expected to estimate things that are abstract and that I honestly don't know until I start trying to build and that are subjective in nature? I can't. And that's why I believe that estimates are lies. And I think it's OK because it works out. Because we lie to ourselves about estimates, but most deadlines are lies, too. So it's like, oh, we missed our estimate. Well, we'll just move the deadline. Well, then was it a deadline at all? Why did we set that date to begin with? And it's OK because most urgent things aren't really urgent. And this is why it's really important to ask why. The simple question of why is what gets you from a requirement to a reason or a rationale for what it is you're trying to build. And it's really easy in our hurry to say that it's just crazy the question of why we don't have time. But we all probably have stories of some apps or features that we've written that turned out didn't need to exist because nobody asked why we needed them. And so it's actually interesting because you would say, well, there's certain things that are obviously urgent. We can't waste time. In this case, the site is down. Well, sure, it's urgent. So you ask, but why is it urgent? The bad answer is, well, because it's down. That doesn't tell us anything new. The good answer is to say, well, while it's down, we're losing. What are we losing? Credibility, exposure, whatever. It's really important to know what's at risk, so you can assign proper importance to the fix or the way that you might go around the fix. In particular, my friend Pamela in her talk just before mine, she was talking about sharing, I'm sorry, not Pamela. I'm sorry, my friend Kylie was sharing a story about how she had done some embarrassing things. Like, for instance, say the wrong friend's name. And when I was first starting out, I worked as a sysadman at an ISP. And this ISP, we don't have, I mean, maybe 20,000 customers, something like that, it was small. There was a customer who had an issue with his mail spool. Now, we were using mailder mail spools, which not relevant for the purpose of the story. Just know that you have to remove a directory in order to actually remove somebody's mail. We had to clear out the guy's mail spool. So I go into a directory, IRM-RF, the directory that I think I'm doing. You probably know where this is going. I was a directory higher than I thought I was. So because I acted with urgency, I now fixed this person's problem and also the problem that nobody else knew they had, apparently having mail. Yeah, so that's my embarrassing story. The point is, if I had approached this with a little more of a sense of what was at stake, there's a good chance that I would have been a little more careful as I did it. It's really important to know what you're standing to lose as you go about your tasks with urgency. Deadlines are a little trickier than urgency in that you often get these kind of recursive non-answers. So you ask a question like, why do we need a feature by March 20? And instead of getting an answer, well, we need this other feature by April 20. Well, that's helpful. And you keep asking why. You get the idea. It keeps on going. And eventually, there might be a real reason somewhere there, but you're not going to get it in very short order. It's really important to combat this by asking for the real reasons. And you don't get there as long as you believe in a divide. And I believe that the divide is a lie. And that is the first step to healing the divide is to realize there really isn't one to begin with. And what's generally there is one that we've created.  They don't understand. And we owe this sense that there is a divide a lot to our own behavior. We have to remember that we're humans working with humans to develop software for the benefit of humans. It means there's no us. We need to understand why the business needs, what it needs, in order to better address their needs, in order to better be able to give them what they want instead of what they ask for. Sometimes they don't know, but we need to actually begin to ask the questions. There's no them, either. The business needs to understand the kinds of trade-offs that they're asking us to make. Whenever they're asking us to sprint really hard in this next iteration to hit something, they need to know what we're giving up. They need to know that maybe we're going to make some technical debt along the path to this as well, that we're going to maybe regret later. We can't reach this sort of shared understanding with just a mission statement. Companies love mission statements, giving people a statement that everybody supposedly can get behind.  They don't build the kind of shared understanding and appreciation that we really need. What we need to have is empathy. What we need to build is empathy, both for our coworkers, for our stakeholders, for our customers, whatever you want to say. And if you have empathy, then it's a lot easier to reach something else that's super important, in its honesty. Nobody wants to be told because I said so whenever they ask why. We're going to be a lot more likely to say, well, because of, that's not such a reason, if we have empathy for the people that are doing the asking. And if we get attached to setting arbitrary deadlines, is it really any surprise that oftentimes we end up with implementations that reek of feigned ignorance at best, malicious compliance at worst? Dishonest deadlines encourage smoke and mirrors implementations because they're reinforcing the idea that it's more important to adhere to the deadline, to the timeline, than to actually build the right thing, the right way. And so eventually, your business is going to look back and say, oh, why are we failing? We hit all of our milestones right on time. And of course, there's another solution you can approach to this problem, which is to engage crunch mode, right? We cram all the necessary amount of work into the shorter amount of time. One approach. The problem is that crunch mode should be and is an exceptional situation. We should handle it as such. If I showed you code that looked like this, you might say, well, that looks like you're using exceptions as a flow control. We're rescuing our time out there just by sacrificing our time and sanity. And look, swallowing an exception and getting the same result is not really helping. In the event that we do have to use crunch mode, we should consider an exception. We should conduct a post-mortem the same way that production error would trigger it. And it's okay that we have heroes, but I'd rather live in a world where we don't need to use the heroes. So with this in mind, I wanna show you my best code ever. I'm really proud of it. Glad I got to show it in this talk. Here it is. It's great, right? It has 100% test coverage. Requires zero maintenance. And it does exactly what you think. Oh, we laugh, but I mean we pretty readily accept the axiom that the best code is the code that we don't have to write. So then I want you to consider that processes, formalized processes anyway, are code for your company. They're gonna require maintenance. They might have bugs. And if we should be skeptical of our own processes, then how much more skeptical should we be of someone else's? I kinda look at it like, oh, aside from humane development. Don't, you know, humane development's awesome. Don't be skeptical of it at all. Obey. So I could look at it like doing integration, like with software. You know, sometimes it's like bundling kind of a lightweight and easy to understand gem into your project. And other times it's like an opinionated framework that expects you to adapt to work with it instead of the other way around. Look at the processes and decide, you know, what it is that you're willing to give up. But be skeptical of them. And you know, it's funny because you can kind of, you can also adopt processes just like you can adopt software in name only. You know, maybe you have many tests in your gem file but you haven't ever written a single test or you don't run them, right? Processes are really more of a problem statement. And what's the problem? The problem is that we generally try to use them to replace trust. Now, some processes like test-driven development are warranted. That is, we don't trust ourselves enough to write the code that does what we think it should do. And so as a result, you know, we use test-driven development to help make, like check our assumptions. But others are more nefarious. Like sometimes we just don't trust others to do the right thing for whatever our personal definition of right is in a particular situation. And oftentimes it's because someone made a mistake just once. And if somebody makes a mistake, mistakes happen. Address the source of the problem, the misunderstanding. Don't immediately resort to defining a process. Processes should be your last resort. The other thing about processes that's very similar to code is that there can be legacy in process. Oftentimes what happens is, say you have a piece of legacy code that wasn't covered by tests. The first thing you do is you assume the current behavior to be the source of truth. So you generally wrap some maybe throwaway tests around that code in order to verify that as you refactor this code now, you're getting the same behavior. Not unlike that with processes, you get into a point where absent the context surrounding the decisions that you made, the massive nested if then construct that you've built, the process itself becomes the definition of right versus wrong. But we don't really know why, we don't know the rationale. That's why I would encourage you to do what I'm calling process metaprogramming. And I kind of had a hard time coming up with a way to sort of illustrate this. And a friend of mine, Glenn Vanderberg, volunteered a really great analogy for this. So when Glenn was learning to drive, his dad brought home one of these driver handbooks. And he sat it in front of him. It's like a hundred pages or something of all these rules in minutia that you have to remember to learn to drive. Here's a selection from the one that I just put a photo up of. I like this one a lot. Mainly because I didn't know this at the time that I took this page out of it, but there's this little quote down here in the bottom that you can't read. So please note that this roundabout diagram as an example only does not represent all roundabout designs. That's kind of the problem with processes. We can cover the things that we can think about or that we can think to illustrate, but it doesn't really tell us what we need to know. Glenn's dad had a really great solution for this, which was there are gonna be a few things that you're gonna have to memorize. But the real thing to remember is that your goal is to always drive so that everyone around you knows exactly what you're gonna do before you do it. He gave the rationale. And so then in that context, a lot of the rules, a lot of the minutia start to make sense. They start to come into focus. It's important to try to simplify because if you start to drown in too many formalized process, it inevitably leads you to build tooling to manage or to follow those processes. Now, if formalized processes are the source code of your organization, then tooling is the compiled object code. And the problem with tools is that initially they may start to reflect the process as you follow it. And so it's just reflecting the way that things are going and the way that you do things at a given point in time. But then they become the process. So you have new hires come on and you start to explain to them how to do things and it's like log in to Scrum Bon Agile Tracker and click the Agile tab and that's where you do this stuff. And so then after that, eventually they come to define the process. If you ever wanna change the process at that point, it's not enough to simply define a new process. You have to change the tool first. You have to build new features into the tool and it becomes a bottleneck to being able to react. So you see what happens here? You notice the transition again. Transition, now we're the servants of the tool, instead of the tool serving us. And it doesn't mean don't build tools. It means build small tools because small tools are more honest about what they do and don't do. And it's really all about, it's really all about leaving room for choices. Choices are super important and not just for processes, but for people. This is a guy by the name of Dr. Martin Seligman. He's considered the father of positive psychology. This is him in the 70s, seems like a nice guy, right? Like a guy you'd like to hang out with maybe, throw a few back. He seems like a guy that would have enjoyed yesterday, especially. He doesn't seem like the kind of guy that would do horrible things to dogs. I want you to zero in on this cute pug here and remember this, because we're gonna talk about some heavy stuff now and it's kind of depressing. So starting in 1965, Dr. Seligman was shocking dogs. He was trying to study the relationship between fear and learning. And the funny thing is, he was actually trying to replicate experiments or at least some findings that Pavlov had found a long time that you're probably familiar with classical conditioning or Pavlovian conditioning. The experiment where a dog was presented food and every time he was presented food, he was also a bell was rung and at some point then you can ring the bell and the dog drools as though food has been presented even though it hasn't. So the thought was, okay, so we're gonna do this and we're going to condition a fear response so that when we play a tone, then the dog will try to avoid something.  The idea being that when they played the tone, the dog then would eventually try to evade the pain or something like that. And then they put the dogs that had been conditioned in this way into a shuttle box that looked like this. They would play the tone. The intent was that the dog would be able to jump to the non-electrified floor and escape the shock. But what happened was they played the tone and the dog didn't move. They were not expecting this at all. Then they administered an actual shock. The dog didn't move. In fact, the dog just lied down and like I said, this is like sad. So they administered a shock, nothing happened. And they came to figure out that they came up with this theory, learned helplessness. And the idea translates to humans. That is, the dogs didn't know that there was anything to do to get away from the pain. They had the condition that the pain was inevitable and so they didn't try to avoid it because they thought it was futile to do so. Doctors later, Dr. Ellen Langer and Judith Rodin duplicated some of these findings with people in a nursing home. They actually did this, this is a wonderful title. The effects of choice and enhanced personal responsibility for the age, the field experiment in an institutional setting. They were set up in a nursing home where they had two floors. And in one floor they were telling patients, you're responsible for yourself. You have freedom to make your own choices. And they went around with a cart of plants and they let everybody pick a plant if they want one. And they would take care of the plant. And then in the other floor, they emphasized how much the staff was responsible and how we would make the choice for you. And by the way, you all get a plant and we're gonna take care of it for you. And it turns out that in nearly every way that they could measure happiness and healthiness and every sense of well-being, the people that were given some choice over their condition thrived compared to the ones that didn't. And now you might, the funny thing is, this is the thing, it's all about choices, having the choice. And you have to perceive there to be a choice. That dog had a choice to jump over the shelf and to be over in the place where he wouldn't feel pain, but he didn't know it. And people are the same way. And so you might say, if you're a boss, well, everybody's got a choice. If you don't like it, leave. I think that's an absolutely horrible thing. That should be a last resort. If somebody's leaving to get away from you, you've already lost. A lot of people don't even feel they have that power. There's lots of barriers to leaving. There are financial barriers. There are relational barriers. There are emotional barriers. In my case, I had relationships with a lot of my coworkers in this previous job that I was in. And I felt like I was abandoning them to this boss that I knew didn't have their best interests at heart. And it was really upsetting to me. And when I actually left, when I knew I was doing the right thing by leaving my job, I still dreaded calling my CEO. And he predictably, he made me feel like utter crap, like I was letting everyone down on the team. I can't believe you would do this to us. So that's enough depressing stuff. Dogs shocking and learned helplessness and abusive bosses. You might have noticed that last photo was a little familiar if you like Twitter, like me. My favorite Twitter account is PHPCEO. That was the PHPCEO model. But for purposes of this exercise and to cheer us all up a little, I want everybody to suspend disbelief and let's pretend that the model that is used in the PHPCEO avatar is in fact the PHPCEO. Did you know that the PHPCEO likes ice cream? Let's talk photosites. They just never get old. Gift that keeps on giving. He really likes ice cream, seriously. So the funny thing about this is the real shame is software developers have probably some of the least reason to feel helpless. I mean, we can work at any time, anywhere, and in so many different ways. So many ways can work.  That's hilarious that you think that would happen. But there's a reason that we've been talking about some of these concepts, these empathy and honesty and trust. And it's that they're interrelated. They're a progression. You move from empathy to honesty to trust. And eventually it gets you to a point where you can actually relinquish control and grant autonomy. Autonomy is the goal. And it's not just for us as developers that that's valuable, but a manager, the best managers don't wanna spend all their time managing. They want people that can self-manage to some degree. And so it's ironic then that we hire thought workers and then tell them to shut off their brains.  Well, the funny thing about that is that object-oriented programming was never really about objects. It's all about messages. You know that. Everything about your organization is encoded in the communication between the various people in that organization. And processes are and should be reusable messages. The good ones are anyway.  You see the same message a ton of times then you find a way to make the repetition unnecessary, but it's still just a message. It's about increasing the SNR, the signal-to-noise ratio, so that the messages that need to get through can get through. There's room for them. So we're trying to figure out ways to be more efficient in communication and this is why I think that the requiring developers to work on site is a joke. Right now, we have the ability to communicate an incredibly high bandwidth with each other even when we're not in the same room. And honestly, it's much more beneficial for us to know how to choose the right channels to communicate over whether or not we happen to be in the same room. If you're an efficient communicator, you're gonna be that much more helped on the cases when you are in the same room, right? It's silly to try to substitute throughput for efficiency. They can live together and honestly, if we can't communicate, we've got problems because programming is a form of written communication. And if you fail at communication, you might end up with these guys. These are the guys that are omnipresent. They're on that email thread someone started within five minutes of receiving it. They were 13-hour days. They were afraid they're gonna miss something. They're hanging out in chat all the time and they commit code they couldn't get to during the workday at 3 a.m. Maybe they're in some kind of a sleep deprivation study. I'm not really sure. Often they just think that if they're not around, they're gonna miss something and the company's gonna suffer. In any case, the worst ones are the ones that actually just love playing the hero.  I'm looking the wrong way in that photo. The point is, they wanna make sure everybody knows that they're working the hardest. These people are organizational morphine. They mean well, but they mask the pain that the company should feel. The fact is, you need to feel pain in order to have change. You need to actually experience the pain. It's fine to deal with something in the short term to eliminate some of the pain, but if you're habitually doing it, then you're preventing the company from learning a lesson or from growing. You're actually doing a disservice to your employer. So, we do thought work. This means we're working when we're thinking. How do you measure that? This guy, he's doing some work, looks like he's thinking. Is this guy doing really hard work? How do we measure thought work? It's an honest question. I don't know. And in creativity research, they actually refer to the three B's. You all have had this before. Bath tub, the bed, the bus. You have an epiphany in the shower, right? Places where you just get an idea because your mind is working on it. You're literally always working if you're thinking. Remind each other of that and watch each other's backs.   Try not to communicate off hours because people are gonna assume that they should be doing the same. Try to take a break. Encourage people to. I just went on vacation about a week before I came out here. I didn't even take my laptop. My CTO was awesome. He was like, no, I wish I could make that mandatory for everybody. So, these aren't really engineering specific values, this empathy and honesty and trust and autonomy. These are just things that make people good people. And so I realized that really I need to, as a person who's looking to hire, I need to stop looking for people that I can control. And if you've learned to ask one question through all this, it should be why. And the answer is because that's not how relationships work. That's what I've got.  Not whatever you want. I mean hugs. Violating the code of conduct on film.


The GSK compound, which has now a complicated name like Belantanathenathodotin, we call it sometimes Bellamuff to make it easier, is first in glass, a very novel immunocontrogate. So it targets as an antibody the BCMA, the B-cell maturation antigen, which is expressed on a high level on myeloma cells, and not really somewhere else. And it has conjugated to the antibody a toxin or instatine cell, it's a combined modality. The antibody recognizes the myeloma cell, the toxin is implemented in the cell and can lead then to the, can induce the cell death. And this is a very unique construct with this drug. Dream 3 will be the European approval trial for Belantanathodotin, it is a randomized trial again 2-to-1 in favor for Belantanath, where Belantanathodotin is given as a single agent every 3 weeks, 1 hour in fusion, and is compared to the combination of pulmalidomide and dexametazone, which is a standard of care in Europe for relapsing refractory myeloma patients after at least 2 prior lines and having had lanolidomide and proteazone inhibited. It is expected that the single agent Belantanathodotin is superior, for this the trial is powered. As the early trials showed a very encouraging response rate of 60% partial remissions and more in highly and heavily pre-treated patients with the median progression for survival of 12 months in the first trial are conducted. So we are expecting superiority and a new standard of care for relapsing refractory patients. The quality of life will be measured with the regular forms where patients ask different questions in different areas like it is established for approval trials. Sometimes you think when you are looking on this questionnaire or you doubt if they capture really everything, but in general when you then look over hundreds of patients it reflects very well how quality of life is during treatment and so these are highly validated questionnaires which were now used all over the approval trials and therefore also well comparable. This is a very unique side effect of this drug class, the blood version which the cause is a corneal ulceration due to the toxin which can be accumulated there and this can be handled with prophylaxis with eye drops and with therapeutic eye drops, but it affects around like one third of the patients in a significant manner and it's completely reversible what we currently know, but in fact some patients had to in the early trials had to interact or even to stop the medication, but we all learn together how to handle this and there are now well established protocols overall and it's a new toxicity we face here, but what we currently know is that we can manage it very well.


In previous lectures, I have talked about state of stress and a bit of the Mohr-Coulomb envelope. I have discussed quite in detail the direct shear box test. We talked about the limitations of these tests and the strength of these tests. And I was trying to derive a relationship between sigma 1 sigma 3 by using the concept of Mohr-Coulomb envelope which also I defined as a failure envelope. So, to pick up from that point onwards, if I plot tau versus sigma and if this is the Mohr circle where I have defined this as sigma 1 and this as sigma 3 in the generalized form. So, if this is the Mohr circle and if you draw the failure envelope, so this is what we discussed in the previous lecture. This angle we have defined as internal friction angle. This thing we have defined as C. This is the perpendicular from the tangent. This angle is 2 theta. This point we have defined as tau f sigma f. f corresponds to the failure, alright and this is the Mohr-Coulomb envelope. Now this line is also defined as Kf line. Now the state of stress which we have been talking about is where sigma v is equal to gamma into z. You remember? We have taken out an element which is buried at a depth of z and this is the state of stress sigma v and sigma h and this is the depth z and corresponding to this we have defined this as K multiplied by sigma v. So, if you remember the expression which I derived, sigma 1 as a function of sigma 3, phi and C where we have defined this term Ka as 1-sin phi over 1 plus sin phi. Now this term is also written as tan square 45 plus phi by 2, 45 minus phi by 2, alright So, if I transpose it, this becomes Kp which is equal to 1 plus sin phi over 1 minus sin phi and this is written as tan square 45 plus phi by 2. Now what you are realizing is that this is the angle alpha. So, if I say that 2 theta is equal to this is 90 degree and this is phi. So, this is 90 plus phi that means theta equal to 45 plus phi by 2 and this is what I am denoting this as alpha. So, let me replace alpha with the theta term. So, basically this function can be written as now sigma 3 tan square 45 plus phi by 2 plus 2C Ka of no 2C tan 45 plus phi by 2. Now there are two ways of interpreting the whole thing. When you are doing direct shear box test, I asked you to plot the initial state of stress. What we do is we apply a normal stress first and when you are applying normal stress, there is no shear stress. So, we are dealing only in the x-axis. So, if this value happens to be sigma v which is equal to gamma into z, the sigma 3 component of this is going to be k multiplied by or k0 I had defined this as at rest condition multiplied by sigma v. So, indirect shear test what we have done is this is sigma 1, we are maintaining the normal stress and we are shearing the sample. That means keeping this sigma v constant if I start shearing the sample what is going to happen somewhere at this point the failure is going to occur. Is this okay? Now this point has to lie on the kf line. That means if this is the failure line if I say this is the kf line keeping sigma 1 constant which is equal to sigma v if I shear the sample. So, this is the pre-shearing stage and this is the shearing stage. So, the moment you shear the sample over here it fails over here and this becomes the kf line rest of the things remain same. Now what I am going to introduce today is the concept of switching over from a 2 dimensional to 3 dimensional situation that is from plane strength to the 3 dimensional situation where it will be very difficult for you to change sigma v sigma 1 and hence what is done normally is we change sigma 3. So, the moment you change sigma 3 this becomes a triaxial test. Sigma 3 is also termed as the confining stress alright. Sometimes we also write this as sigma c this is also known as cell pressure meaning thereby in the direct shear box stress we could not control the confining stresses from where the confinement is coming in the form of sigma h because what we have done is we have assumed this to be a state of stress as a state of stress at rest what I have discussed right now can be depicted in this form. If I start by keeping sigma 3 constant what I will have to do I will have to keep on changing sigma 1 to achieve the failure look at this is this correct. The second stage of stress would be something like this sigma 3 is constant. So, what I am doing is I am confining the sample to the same stresses and I am shearing it. So, truly speaking from 1 to 2 to 3 to 4 is nothing but depiction of how to achieve failure of the sample by shearing it is this part clear. So, the moment this circle touches the kf line the failure is going to occur all these points which are at the peak they become the part of the or the components of the stress path we use the word stress path. That means if I start shearing a sample from the state of hydrostatics when the shear stress is 0 that means these are hydrostatic condition at this point your sigma 1 is equal to or let me put it as sigma v equal to sigma h and hence the shear stress is 0. So, this is the typical hydrostatic condition alright starting from hydrostatic condition if I shear the sample the shear component is coming up and building up like this. So, what is going to happen this is how the failure is being achieved and somewhere here it goes and hits and the failure is achieved. So, what I have depicted is the stress path now I am sure you must be realizing this very difficult to draw the Mohr circles all the time it becomes very complicated. So, what we do is we transform from tau sigma plane to something which is known as a pq plane p becomes sigma 1 plus sigma 3 by 2 average of the stresses sometimes we call this also as the average stress if it is a three dimensional situation I will say sigma 1 plus sigma 2 plus sigma 3 by 3 clear and if I put a condition that sigma 2 is equal to sigma 3 a typical triaxial condition. So, what happens in that case this will become sigma 1 plus 2 sigma 3 by 3 what happens to the q axis the way q is defined is this is the deviation of sigma 1 with respect to sigma 3. So, we call this as deviator stress fine have you understood these two things. So, this is the deviation from the sigma 3 of sigma 1 which is causing failure of the sample. So, this is also written as sigma D now what is the beauty of projecting the Mohr circles on a pq plane if I point out a point over here like this each point is corresponding to what a Mohr circle. So, what I have done from a complicated graphical situation I have now converted the entire thing into a sample point wise depiction of each sample and if I connect this line this line becomes the kf line because at this point the failure is taking place for each sample remember here is starting from the hydrostatic condition we have shared the sample to achieve this point. So, this point is going to be unique each of this point is going to represent one sample. So, I have done identical 4 5 samples testing and then I got these results this should be divided by 2. Now, if I define this as let us say alpha and this intercept on the y axis as a can you prove that tan of alpha will be equal to sin of phi simple geometry and a will be equal to c cos of phi. Now, this is a transformation which we have done now one hint for you would be I can write this as sigma 1 – sigma 3 by 2 will be equal to sigma 1 plus sigma 3 by 2 into tan alpha plus a this is first equation this is okay y equal to mx plus c. The second equation comes when I have this relationship over here. So, I can also say that the way we have derived this function. So, we define this as sigma 1 – sigma 3 by 2 and sigma 1 – sigma 3 by 2 equal to 2c sorry this will be c cot phi plus this is sigma 1 plus sigma 3 by 2 into sin of phi this is okay please check my expression might be incorrect also hope is alright. So, sigma 1 – sigma 3 by 2 divided by c cot phi plus sigma 1 plus sigma 3 by 2 sin of phi is okay. If you solve this expression what you realize is we are basically transforming a tau sigma relationship to a pq plane now let me introduce the concept of the effective stresses sometime back we said that in direct shear box test the pore over pressures cannot be measured or even if you measure it is very difficult to introduce the concepts is it not or introduce the equipment. Now, suppose if I say I am interested in finding out the effective stresses this is the first time I am using this term in this class this happens to be a sort of a dry situation number 1 pore over pressure does not come in the picture or this could be a drain condition where I have allowed all the pore over pressures to dissipate but suppose if I ask a condition this material happens to be not so permeable which is not valid for direct shear test case the boundary conditions are so that there is no dissipation of pore over pressures taking place and pore over pressures develop. So, that means if I say sigma 1 prime will be equal to sigma 1 minus u remember effective stress concept sigma 3 prime equal to sigma 3 minus u that means q is equal to q prime is this correct what happens to p when we say p prime p prime will be equal to p minus what is going to happen u so today onwards now what we will do is we will talk about the effective sigma primes also and when you are dealing with effective sigma primes the best way is to transform everything on a p p prime plane and q happens to be q prime fine so this becomes simple so I have introduced 3 things today in the class one is the concept of k a and k p this is what is known as coefficient of earth pressure under active conditions or active earth pressure and this is what is known as coefficient of earth pressure under passive conditions or passive earth pressure later on we will discuss that k0 will sit somewhere in between so starting from rest I can achieve failure both under active and passive failure conditions only thing is this is the question which you are asking in the previous lecture I hope you are getting this point so this is the interplay between the k parameter which is going to define sigma 3 and sigma 1 the way you denote them sigma 1 is always the major stress sigma 3 is always the minor stress clear but what is going to happen is there is a switch over between sigma v and sigma h so remember when sigma h is greater than sigma v k p conditions prevail passive earth pressure when sigma h is less than sigma v the k a condition prevails so all this analysis which we are doing right now is valid only for the active earth when sigma v happens to be greater than sigma h clear when I start discussing about the state of stress in the soils and the plastic equilibrium I will introduce the concept of how this more circle will get transformed to a passive state where sigma v becomes lesser than sigma h the horizontal state of stress increases and vertical remains constant what I have done is I have switched over from a plane strain to a three-dimensional situation so I told two things you remember in a in a direct shear box test what we did is we applied normal stress first agreed and then we sheared it two stages are there okay so when you applied sigma this is sigma v which happens to be sigma 1 what is going to happen to the horizontal stress this is sigma h which will be equal to k0 times sigma 1 this is a state of stress at rest when you are not shearing the sample at all fine so this circle corresponds to this state failure has not occurred because you are not sheared the sample now slowly from this stage onwards if I apply the shear stress what is going to happen this point is going to jump over over here and this point is going to jump over here and until it meets the failure line so this is the path which is traversed by the state of stress to cause the failure in the sample clear now two things I introduce here as long as I am doing direct shear box test I keep sigma 1 constant maintaining sigma value I am shearing the sample you are traversing from here to here directly clear the second option is keep sigma 3 constant which can be done in the triaxial testing we will discuss this and then shear the sample so what is going to happen in that case sigma 3 remains constant which is the cell pressure triaxial testing and sigma 1 keeps on changing and ultimately you meet the failure these are the two ways of failing the sample but the conditions are different the first one happens to be a 2D plane strain third one second one happens to be a three dimensional suppose this is the small strip alright this is a small system let us say this is the sample I can fail it by tearing it very difficult to do soils by tearing them apart the reason is soils do not have tension clear so this is ruled out second possibility is compress it and see when the failure occurs this is normally we adopt compress the sample and see when the failure takes place along this plane this is what we have been discussing so unfortunately there is no other way to fail the sample this is correct statement so either you have to play with the sigma 1 or you have to play with sigma 3 this is the Mohr circle corresponding to what state please understand first thing this is no shear case and now you are slowly and slowly shearing it your assignment number 2 is on this concept only so what I have done is wait wait so what I have done is I am shearing the sample delta H is picking up delta V is picking up and I am trying to make you understand how the failure is being achieved so please remember another good way of depicting this was starting from this state when there is no shearing clear and now you are slowly shearing it but sample is not failing so what is happening you are picking up slowly keep on picking up picking up picking up picking up and ultimately the failure occurs at this point and what happens beyond this post failure dense ends other case you keep on shearing the sample there is no defined peak but the sample achieves the residual strength failure so all these states of circles which I have plotted over here might be depicting each incremental loading in the form of tau because delta tau is nothing but delta of this term so there are 2 ways of achieving this either keep sigma 3 constant sigma 1 very clear or keep sigma 1 constant and very sigma 3 this is a very interesting concept which we are discussing try to understand this the first situation which I talked about is when sigma 3 can be changed is only in the triaxial sample we will discuss this so you will follow it so you take a big chamber keep the sample inside and pressurize it clear so I am changing sigma 3 and then I am seeing when the failure is going to occur because sigma 1 is accordingly getting changed because the tau value is getting changed when you do direct shear test this is in your hands this is not in your hands so there are 2 ways of failing the sample in direct shear test going to be difficult that is what I told you because what you do normally is what is the limitation of direct shear test you must have realized you know your sigma 1 sigma 3 planes keep on changing when you are shearing the sample I think I discussed in the last class this starting from this state this is your initial condition of the sample this is sigma 1 and this is k0 sigma 1 clear and this is the point of the failure it is ok what did we do state of stress is acting on horizontal plane so this becomes the pole this is your sigma 1 sigma 3 plane unfortunately the plane themselves are getting rotated so we do not have much control on the state of stress which you wanted to have on the sample and that is the reason we are coming out of this and switching over to the triaxial state in short intermediate more circles cannot be drawn for direct shear box test this flexibility you get in triaxial testing and where you can observe how stresses are getting you know what how sample is responding to the state of stress which you are imposing on them and hence triaxial testing is supposed to be the best way to test soil samples that is right so that means failure is not occurred so what is going to happen this is a state of stress is it not this is also a state of stress this is also a state of stress but this happens to the critical one which we have defined as tau f sigma f this is some sigma 1 sigma n tau n sigma 2 tau n clear sigma 1 tau n but not the failure so they exist the state of stress exists but it is not critical it is not causing the failure so these are the two ways of representing one way of representing failure is this another way of representing failure is this and that is where the kf line becomes handy in short starting from this state I am achieving the failure by following this path path can be changed I can have another path like this I can have another path like this this we will discuss later on I might be having another path where I can touch this failure line by pulling it out look at this the easiest way to fail the sample would be tear it apart this becomes my stress path this becomes my stress path this becomes my stress path and so on that is the magic we have to do with the material