Hello everybody. Hello everybody, welcome to the Metros meeting. Thank you all for coming. Today we're going to start with our usual welcomes and anniversaries. And we're going to have a strategy update from Lila, community update from Lewis, a research presentation from John Morgan and product demo from who again? Mitri Brands. That's who. That's who. Thank you for reminding me. And then we're going to close with UNA. So first things first, welcome to our new hires, Liz Lard and Tyler Kulcher, Lindsay Ann Frankenfield over in editing, Aaron Palmer and Beagle and Joe Madazzoni. So in editing. And then we have new, and we are also welcoming Jessica Lagarde and Eibishan patients. And we have some anniversaries to celebrate as well. Anniston with us for five years. Anniversaries are next to UB for four years. That's flashing for three years. Boys, Nuriya, Shara and David Chan for three years. And T. Marco Mirzar in three years. And with that, I will hand it to Lila for a strategy update. Thank you. Good morning everybody. Thank you for being here. Very, very brief strategy update today. As you remember about a month ago, in the last metrics meeting, I put in front of you the three key pillars of the strategy. Since then, you're giving me a lot and a lot of feedback. So I've taken that feedback and here's what I've advocated in the two major areas. Most of the requests basically came in asking for one more transparency. The lack of visibility into the process and collaboration with the process created some of a lot of confusion. And so if we increase transparency and increase collaboration, we should reduce the confusion about the process, the process and ultimately the outcome of the strategy that we want. So that's one of the things that we're going to address and we have started on that path already. The second one has to do with more focus in the strategy. Because we're such a large movement and we have so many opportunities, we can really do so many different things. And that makes it really hard for us to make decisions. So what I've heard from you, what you said to me is the strategy when we put it together needs to enable us to make some decisions and make those decisions clearly and at every level within the organization. It also needs to be obviously aligned with our vision and with the current and urgent needs of our users. So what have we done so far? On the transparency front, we've actually made some movement already. We've set up and met with the collaborative Flatbus team. Those of you who have volunteered for it, thank you so much. You already have provided guidance and we're going to be coming back to you for more. Maggie, a special thank you to you for drafting a possible strategy process and Kevin for helping us move forward. And we took that process and we evaluated possible timelines that this process may take. Then at the group, you, the Flatbus team, those of you who have participated, decided to place that process on meta. Place is important. It needs to be public. It needs to be visible. It needs to be easy for everybody to participate from different projects. So that has been decided. I have spoken with a possible strategy consultant who can help us through the collaborative process in the next quarter if we decide to have help like that. If we decide to go that route, a few of you will speak with her and interview her and make sure this is the right course of action. Finally, determining which process to follow. Really important as well. And this is something that we need to make a decision on and move forward. There are two possibilities. Some of you already know. One is a long process. It will take 12 months and give us a lot of details and tactics. And another one is a shorter process that will give us strategic direction, including our top priority goals, which each one of your teams can then take and build your own priorities and your own project plans again. So that would be distributed to your teams and give you the ability to make the decisions. So on the guiding focus, what's next on that front? There is a, as you remember, the three pillars. And these are actually the same pillars that you see in the previous strategy for similar, very, very similar ones, is reach, community, and knowledge. And of course, all of those are fundamental to our movement overall, to what we do. We can't neglect any one of those. From perspective of the WMF as a part of the overall movement, as our organization, we need to decide where we can make the most impact and really create a guiding focus in that area. And that is something that's going to need to do in the next couple of weeks. So what are our next steps? We need to choose that top-low priority. We need to get it down by the end of the year. That will help us all make choices and set priorities. That is true to our vision, is where we as an organization, as a WMF, can make the most impact, as of course focused on our users' needs. Where is the most urgent user need today? And in parallel, we need to start planning the community consultation and that's the work that the Platypus team is doing, that the consultation will take place in Q3 to make sure that we have full participation around actually building collaborative and transparently strategic goals against the top priority. So that's where we're at. I wanted to give you this update. I wanted to let you know what changes we have put into place to help respond to some of the feedback. And here's the timeline for getting it completed. Thank you. Oh, but yes, this. So while we are continuing, I mean, is this my right mark? Awesome. The world outside these walls continues on without us. While we're very correctly focused on things like fundraising and strategy. So here's a quick glimpse into that. The WikiSource conference, some of you may have heard about this in the past few weeks. The WikiSource community together for the first time ever as an independent community, funded in part through our grant making process, to talk about the future of WikiSource, right? This is something, as many of you know, it's a project that has some very passionately involved people, has some great support, but hasn't always necessarily, you know, hasn't had the kind of growth you would like to see. So they wanted to talk, so they wanted to get together and talk, and they, by all accounts, it sounds like they had a really good conference. They had external partners helping to give them context about how those partners might use it. They talked specifically about identity and mission, our own, a soft help to drive that conversation. They talked about the technical needs of WikiSource. Some of you in product will be seeing some wishlisty kinds of stuff out of that, and I think we'll be having some interesting discussions about how we can help support that. You know, this is the kind of thing that we support because we feel that it helps that getting the right people in a room physically together, IRC and talk pages are awesome, but this kind of thing can really help set a community on the right path for the long run, right? By building those face-to-face bonds. I'm pretty excited to see what comes out of it in the coming weeks and months. Many of you here in the office saw this, but for those of you out on the stream, we had the stewards in a couple of weeks ago. This is a picture of, I think not all of them, I think several of them had left or didn't want their photos seen, but we discussed again, you know, I mean, folks are careful about their identities. A lot of talks about how we can support them technically. A lot of talks about how they can improve their own internal workflows, which I thought was really interesting, right? There's also, I have to admit, sort of interesting, simply watching some of them walk through the workflows, the complexity. I sort of knew abstractly how complex some of these workflows were, but it was really fun for me to see them in person. Again, the bonds that are formed with these kinds of things are really important for us, so I was really glad to see them here in the office, and we'll be thinking about how we can do more of these. We did, as some of you know, we do a feedback survey every year to see, you know, speaking of showing that these events matter. We'll, we do a feedback survey every year, and this year we did, we got some pretty cool numbers out of it, right? A huge number of people agreed that it was helping them gain knowledge from others. Critically, do I get the, oh yeah, I actually get a laser pointer here. A huge number of them made new connections that they feel are going to help them work in their projects over time. Things that were, unfortunately, I realize we have two spelling errors in the names here, but the favorite sessions to come out of it were bringing free education to the world. Many of you saw this. It was a keynote by Luis Van Aan, who's done a lot of really interesting, and to me, it was a very thought-provoking talk. My life is an autistic Wikimedean by Guillaume, which I didn't get to go to, but for those of you who have not read it, there's an essay version of it online. It's powerful and important, and you should read it. And the fun one, the coolest project is the Wikimedia chapters, right? Showing to each other what they're doing. You know, we were also, we did this survey in part to feed into an upcoming consultation on what Wikimedia is, why we're doing it, how we can improve it in the future. Keep an eye, as some of you will have seen on Wikimedia L just this morning, we're aiming to take that live in mid-December and run it through January. So keep an eye out for that. This is a fun one. So, John Cornyn, Senator, US Senator over there. I don't agree with all his politics, but, you know, there was, his article had some stuff he didn't like on it. He reached out to Wikimedia DC. You can imagine a whole lot of different ways that this could have gone. Wikimedia DC ran with it and turned it into something really awesome, right? They worked with the Senator's staff to simply educate about how Wikipedia works, how it can be improved, and they're working now on planning, hopefully, an education session for all of the Wikimedia staff, right? For all of the Senate staff, Wikimedia staff, hopefully, shouldn't need it. And that's the kind, you know, I think this is a really great example. I talked in the last slide about how one of the most popular talks at Wikimedia was people seeing what other chapters were doing. This is the kind of great thing that can scale across a lot of places and a lot of governments, right? You know, the local chapters like to talk to government, like to educate. We've seen similar things happen, for example, off the top of my head in Italy. I think it's a, you know, this is the kind of thing where boots on the ground do things that we as WMF can't necessarily do. Another example of the kinds of things we can't necessarily do, cross-chapter collaborations. You all have seen me talk a few times about Ibaro co-op and the Central and Eastern European group where folks are working with each other, helping each other out. We've got a couple new examples of that. I think it's a really interesting and growing area of community collaboration, right? The examples here are German speaking and Serbia and Bulgaria. You know, working together on projects of shared interest, which I think is a great way for them to multiply their impact, which is an important theme for all of us. Finally, a couple of fun milestones. Ukrainian Wikipedia. How many of you have edited in the middle of a civil war? Nope, nope, nope. For those of you who couldn't hear, Lisa said she feels like she's doing that every day. However, the Ukrainian Wikipedia has been doing amazing stuff of late, despite what's been going on, you know, in that country. There's 600,000 articles, which I think is amazing. So a big round of applause for them. You know, and that's on the big end of the scale. On the small, the still impactful end of the day scale. Some of you have heard some of your coworkers talk about 100 wiki days before an initiative where people just commit to write a new article every day for 100 days, right? On the one hand, it sounds really small, but on the other hand, it's 4,000 new articles that have been created, right? At least some of them with the help of the new content translation pool. So we have both these big picture numbers, you know, big active Ukrainian community, and also, you know, smaller groups of people taking their own initiative and turning out some pretty cool articles. So I admit I'm never going to write 100 articles in 100 days, but one of these days maybe I'll get to at least 100 edits in 100 days, and that, you know, hopefully will be a fun milestone and something that I think everybody in this room could easily do as well. So on that note, I will pass it off to research. I don't... Brennan, is that your switch? Yes. J-Mo. Hey, Lewis, how's it going? Can you hear me well? Yes. Perfect. So I think that I'm going to share my screen, and that way, let's see, that's not what I want to share. That way I can read my notes while I talk to y'all. All right, can everybody see the research slide? Yes. Perfect. All right, I'm Jonathan Morgan with the Design Research Team. Today I'm going to share a story with a happy ending with you. It's a true story about editor retention, collaboration, community health, and about what it feels like to be a Wikipedia newbie. It's also about a place called the Tea House. You're probably already familiar with the general background of this story. In order for Wikipedia to survive, a relatively small percentage of the people who read the encyclopedia need to try editing it, and a relatively small percentage of those people need to continue editing regularly for months or years. Unfortunately, while our readership has grown, the percentage of people who try to edit, and the percentage of those people who go on to become Wikipedians has been shrinking over the past eight years. In part, this is because there is a steep learning curve of becoming an editor. You need to learn how to use the technology and how to play by the rules, both of which are rather idiosyncratic. Another reason is that new editors are increasingly having negative experiences when they try to participate. Their articles get deleted, their edits reverted, and their user talk pages rapidly fill up with stern warnings from people they've never met. Even good faith newcomers who are trying their best are likely to be reverted, warned, and even blocked for mistakes they probably didn't know they were making. All right, so that's the background. The tea house, which I'm going to talk about today, is an attempt to address some of these issues, and thereby increase the number of newcomers who stick around and work on the encyclopedia. The tea house is a populated, user-friendly help space designed to provide peer support and positive experiences for new editors. When they visit the tea house, new editors can get answers to their questions, experience-friendly encouragement, and learn about the community behind the encyclopedia. The tea house was created in early 2012 as a fellowship project aimed at increasing new editor retention with a specific focus on narrowing the gender gap by recruiting and retaining more women editors. Although the tea house was launched with foundation support, it has been entirely a community run for the past three years during which it has served more than 8,000 new editors. The type of service it provides is reflected in a set of features that serve as the foundation for the tea house model. First and foremost, the tea house provides a question-and-answer forum. Here's an example of a question thread from last week. In this thread, a new editor, Kat Brewer, asks how to add sources in order to keep an article they've created from being deleted. Kat Brewer receives prompt and friendly responses from three experienced editors called tea house hosts who go out of their way to explain how to add sources as well as the importance of reliable sources. One of them even helps the newcomer by editing the article directly. The Q&A forum was created before we had flow, so it uses a simple gadget that allows new editors to participate in discussions without having to edit wiki text. In addition to a Q&A forum, the Wikipedia tea house provides a page where new editors can create public profiles sharing a little about who they are and why they're on Wikipedia. Guests can also view profiles created by their volunteer hosts. These are three of our longest standing hosts. When a Wikipedia decides to become a tea house host, they agree to live up to a few basic expectations. They agree to welcome everyone to be polite and patient with new editors and end with each other to keep their answers simple and easy to understand and to answer questions directly rather than simply linking to a bunch of policies. They also agree to notify new users that they've responded to their question since many new editors aren't familiar with concepts like watch lists and page histories yet. These expectations are not rules. Hosts aren't required to follow them, and there are no consequences if they don't. The final piece of the tea house model is direct outreach. Rather than sitting back and hoping new editors find their way to the tea house, we send a bot to place a friendly invite message on their talk page. So that's the basic tea house strategy for engaging and supporting new editors. In order to determine whether that strategy worked as advertised, in mid-2012, the original tea house team launched a set of surveys with tea house guests and hosts. Survey results like these here suggested to the team that the tea house was providing value to new editors. These two responses from our survey show that new editors appreciated the quality of the information they received, as well as the overall experience. Respondents remarked on the welcoming atmosphere, the ease of use, feeling encouraged, and feeling like part of a community. We also found that a lot of female newcomers were participating in the tea house. At about twice the rate we expected, suggesting that the tea house was especially valuable for underserved and underrepresented populations. But the pilot project was too short for us to definitively answer our main question. Does the tea house encourage more editors to stick around and become Wikipedia's? Fortunately, a few months ago, Aaron and I had the opportunity to start trying to answer this question. Even more fortunately, the tea house has prospered under community leadership over the intervening years, so the answer was of more than purely academic interest. We designed a controlled A-B test to evaluate the impact of being invited to the tea house on a new editor's likelihood of surviving as a Wikipedia. Our data set consisted of 14,000 new editors. 11,000 of these editors had been invited to the tea house. 3,000 of them could have been invited, but the invite was intentionally held back. That's our control group. For both groups, the criteria for receiving an invitation were the same. The editors had made at least five edits in the first couple days after registration. They hadn't received any red flag talk page warnings or been blocked from editing, so we could be reasonably sure that they weren't vandals. We examined how many edits each editor in our sample made during the three-week, three windows of time after the invite date. Three to four weeks later, one to two months later, or two to six months later. And when we counted how many people in each group had made at least one edit during each of these periods and how many people had made five or more edits, we found that a higher percentage of editors in the tea house invitee sample met our one and five edit criteria across all three time points. For two of the conditions, the difference between invitees and control editors was statistically significant. So in other words, we saw more invitees making edits across the board, but only in two of those cases could we be 95% sure that the increases we were seeing were more than random chance. In the other cases, we could only be 80% to 94% sure, which is pretty good, but not enough for science. So all focus on the findings were most certain about. Three to four weeks later, 10% more tea house invitees made at least one edit compared to those poor neglected editors in the control group. Two to six months out, the picture is even brighter. 16% more tea house invitees were making five or more edits. They crossed some invisible threshold and were much more likely now to continue editing for months and years to come. Now, a 16% increase may not sound like a huge deal immediately, but it's actually pretty exceptional. And here's why. New editor retention has been a recognized issue within our community and a high priority for a long time. There have been quite a few foundation and community-led initiatives focused on this problem, but we have traditionally struggled to show positive proof of impact. So it's especially exciting and inspiring to me anyway that a joint initiative of the Wikimedia Foundation and the English Wikipedia community has been successful at retaining new editors. Part of that impact is probably due to the design of the tea house. The tea house model I talked about earlier. But I credit the participatory design process by which the tea house was created for its ability to sustain its positive impact over time. So there are many ways to do participatory design. Here's how it took out in this case. The team proposed the project on the Wiki. We got approval to experiment with solutions to the problem we had framed. We involved editors early in the design and development, and we iterated on our design in public. We evaluated the success of the pilot project against our stated goals, and then we disseminated the results as far and wide as we could. At the end of our pilot, we quietly stepped back and let the community take over, offering support when needed. Over the past few years, the English Wikipedia community become more and more invested in the tea house. This chart shows growth in the number of links to the tea house from user talk pages over time, as tea house links have been included in welcome templates, and as more editors have gotten involved in reaching out to new editors in need. The tea house has become an important part of the overall Wiki ecology. Ultimately though, a 16% increase in retention isn't enough. Every year, fewer and fewer people become editors of English Wikipedia, and we can't maintain the quality of the 5 million articles we have, let alone continue to create the articles we need without retaining a larger, more diverse set of new editors. And we can't forget our other encyclopedias and sister projects, many of which also struggle with editor retention for similar reasons. With that in mind, here are a couple of examples of how we could scale this success to support more new editors better. Since the success of the tea house is at least as much about people as it is about technology, my first example focuses on programmatic work. The tea house was only able to get off the ground because of a dedicated team of staff and volunteers who shepherded it during its early days. Other successful, self-sustaining programs within the Wikimedia movement, like Glam, Wiki Loves, and the Education Program, have also followed this general pattern. A movement-wide tea house program helps support Wikimedia projects that want to build on Wiki new editor support tools of their own. It would help local partners organize their community around the initiative, deploy the necessary tools, and customize their tea house to suit their local wants and needs, and possibly even assist them in using the tea house as a launch pad for other editor engagement initiatives. We can also build on the success of the tea house as a product and incorporate aspects of the tea house model to our products and features. Here are two examples. Unfortunately, most new editors don't get to benefit from the tea house because they abandon Wikipedia before they get an invitation. The vast majority of people who make one or two edits never edit again. Currently, we don't invite people to the tea house until we can be reasonably sure that they're not going to be hostile or disruptive. Unfortunately, that has meant waiting until they'd survived in the icy waters of Wikipedia for eight hours before inviting them because we don't have a crystal ball that lets us tell a good editor from a bad one just by looking at a couple edits. Fortunately, we will soon have a way to do precisely that thanks to another foundation community collaboration. The Rev scoring system that was announced this week will make it much easier for us to distinguish between a good-faith newcomer who is struggling and a vandal who is intent on messing things up and reach many more valuable new editors sooner before they give up without attracting vandals to the tea house or wasting volunteers' time. However, even with better tools for identifying new good-faith newcomers early, we still won't be able to serve every new editor who needs help. The tea house is a finite resource. There are only so many hosts. We can't bring 5,000 people a day to a single Wiki project and we can't effectively support our increasingly mobile-first experience to every new editor. One way to do that could be to provide self-service Q&A. This is kind of like how new programmers use sites like Stack Overflow. You think of a question, you type it into a search box, find that 10 other new programmers have asked similar questions, and then you scan through the results to find the best answer. There are currently 12,000 questions in the tea house archive and more are added every day. We know that those questions have high quality and that they're phrased the way newcomers would phrase them. We also know that they're more likely to be up-to-date and easy to understand than help documentation. We could use Elastic Search to make these questions and answers easy to query and provide this functionality via a simple gadget that we activate by default for every new editor. Anyway, those are just a couple examples of how I think we might be able to build on this project. I'll wrap up this talk with a couple lessons that I've learned along the way in my fellow and in a volunteer capacity. The tea house reminds me every day that our projects are living systems. Each Wiki is a densely interconnected complex of software, content, and people. Building within such a system affords certain opportunities and it also presents particular challenges. At our best, we in the Wikimedia Foundation have been good faith collaborators with our volunteer communities and responsible stewards of software, content, and community health. There are many awesome successes, not just the tea house. So I want to close by inviting you to think of other successes, big and small, that you've experienced or witnessed during your time in the Foundation and in the Wikimedia movement and reflect on what we can learn from those successes and how we can use what we've learned to play our role even better. Thank you for your time. And yeah, if we have a couple minutes, my collaborator, Aaron Haffaker, and I are happy to answer questions. We're actually doing questions at the end. Oh, cool. In that case. Thank you. So next up, we have Demetri Brantz, who's going to do your products. Hi, everyone. Demetri here. I'm an engineer on the mobile apps team and I'm the product owner for the Android app. And we just wanted to highlight a few new things that we've been working on in our Android world. What I'll show is actually pretty similar to a lightning talk that I did a couple weeks ago. So sorry if I'm repeating myself to those of you who watched that talk. This looks like a slightly bigger audience than the lightning talk audience. So I think I'm good. Let me just shuffle some things around. There we are. So the Android team has been pretty busy this quarter. One very important thing to mention is the new content service that we've been working on. The content service that's built on top of REST Base and Parsoid and that's what the app is now using. Without getting too technical about this, the goal of the content service is to return the article content but also augment it with all kinds of useful metadata about the article and structure it in a way that makes it really easy to consume it in a single transaction. Not just our app but any other client that might want this kind of data. I'll just touch on the rationale for this. As we started adding more and more nice features to the app, what we found was that many of these features were requiring us to make additional network transactions to get all the information about the article that we couldn't otherwise get easily from just the article contents. Here's an example we show lead images at the top of articles in the app. In order to do that, we need the URL to get the proper resolution of this image for this device but then we also need the URL for a smaller version of that image to go to serve as a thumbnail for this history list that we have here. It used to be that we need to make separate requests to get those URLs whereas now with the service it can give us multiple resolutions of the image in one go which makes this a bit faster and more efficient. Another different example here if, for example an article has a recorded audio pronunciation of the title like this one does here the service can just provide the URL for that audio recording instead of us having to hunt it down in the HTML of the article. So all we need to do is drop that URL into a native component like we have there and just have it work seamlessly. You'll have to trust me that when I press that button I hear the voice in my head saying Titan. Another one of our newish features is link previews so when you tap an article you get a little preview of that link. So the idea is that you get the short excerpt of that article as well as a little gallery of images related to the article and more often than not this will provide enough context for you that you don't need to move on to the full article to understand what it's about. Of course you can continue the full article if you want to read it all the way through but this way what we're trying to do is encourage you to not be shy in clicking as many links as you want and just get the gist of them while being sure to not lose your place in the article that you were reading originally that's the key. And so once again thanks to the content service we're building link previews can be even faster and more efficient because it's combining all these bits of information into a single response. So we can see that these link previews are pretty much as performant as they can be on this android device. I know it probably looks a little choppy over the hangout but on my physical device here it's totally smooth. So as we speak we're working on developing additional features that expose and bring together more content like for example we're working on integrating with Wixionary you'll be able to highlight any word in the article and it'll automatically pop up a little short definition of the term from Wixionary we thought it would be a pretty natural combination of the two projects to be able to surface Wixionary content like that. Another thing if you go to an article that has a geolocation associated with it like a city or a place you'll have a button that will be able to pinpoint this article on a map or even give you directions to it. And all of this is once again done through the content service. So the android team has been sort of owning this. Got some echo there. And we're actually just in the process of rolling this out to a percentage of our beta audience to see how the service performs under increasing load but our hope is that a lot of other consumers can start benefiting from it like other native apps or any kind of future web applications and so on. And I was just mentioning maps and pinpoints wasn't I. So the one other thing I wanted to highlight is our new nearby screen. So previously the app had a nearby feature but all it was was a list of articles that happened to be nearby your location or like near your GPS position of your device. But now when you tap on nearby you get a full blown map with pinpoints on articles nearby you and in case you're wondering this is using our very own Wikimedia Tile Server running OpenStreetMaps you can pan and zoom this and you can rotate it however you like and when you move to a new location the collection of markers gets updated and when you tap on a marker you get the same kind of link preview that we saw when we tap on regular links in an article. Very simple. And really we should probably stop calling this nearby at this point because really you're able to zoom out as far as you like and go to a different part of the world and try to zoom in anywhere we want. Let's see what's going on here. There we go. And actually this can even work without the location permission that you usually have to grant to apps when you install them in the new version of Android you can selectively grant permissions to apps and even if you deny the permission location to our app this would still work and it would show your location in relation to these markers but that's all it would work. So we're actually deploying this to production or to the Play Store next week, end of next week at the latest. So yeah, this is the new nearby. So anyway I think that should do it for now. So if you have an Android device and you have the Wikipedia app installed you're missing out and I say that without any kind of bias or ulterior motive but seriously do install the app tell your friends and we welcome all your feedback. Thank you. I'd like to invite Lila and Louis back up front to answer questions and people can pose questions to the remote presenters as well. People locally here in the SF office please line up by their question mic over there and people attending Remote League can ask questions in IRC. Speaking of that, James, do we have questions from IRC already? Hello. Yes, excellent. I have several questions none of which this microphone, there we go. So the first question is for Lila it's from Erin. Why are we so concerned about focus? How do we balance focus and long-term planning with opportunities and adaptability? I think there are two questions in there. I think focus is working. I think there are a couple of reasons why we want focus. The range of possibilities of what we can do and the range of opportunity that we have is enormous and if we look back at our previous strategic plan one of the things that we see is that because it was hitting every single criteria kind of on the list it was really hard for us to deliver on all of them. So focus would provide us with ability to test and concentrate on impact in a particular area. And I think there was a second part to the question. How do we balance focus on long-term planning with agility and adaptability? That's a great question. Focus should provide us with think of it as a direction. But how you get to that direction is going to be up to every different team. When we speak about focus we are talking about the three pillars. We are saying should we focus more can we impact more our reach our ability to reach every human being can we impact more what we can do for our community to increase the number of editors should that be is that where we can have the most impact or can we have the most impact on actual knowledge that we've reduced? And when we think about that it's whether you pick one or the other the actual detail strategies and tactics and experimentation that needs to go in there that's going to be up to our teams to do in collaboration with the community. Okay. Last question. Let me elaborate on that one just a little bit. I was actually when we were interviewing a CFO candidate he asked about how you all have so many opportunities how do you decide, right? And I think for me as the leader of a department you know narrowing focus a little bit helps us choose I mean literally with all the different opportunities we have to do work with our communities I could have a staff of 500 people just in my department product could be a few thousand we need to have yeah don't anybody get any ideas and if I gave Lisa a stroke I apologize you know and so a good strategy tells you not just what your opportunities are but also tells you how to prioritize them right so that given the limited resources we do have and given the limited resources we will have you know that that helps us narrow down and do a few things really well rather than being scattered and doing a lot of things you know inconsistent right so that's really I'm looking forward to that certainly as a leader in the group so. I suppose the question I'm next going to pass by giving to you and I'll see already what does the procedure for communicating with German speaking people or whatever the chapter slide said so unfortunately the answer to that is actually I am not entirely sure that was actually added to the slides fairly last minute and I unfortunately don't have the detail there but I will find that out I know is a general matter especially the German chapter has been experimenting a lot with how they get information out of their communities so that they can turn it in actionable information right so for example they've been doing a lot in the tech work which our community tech team has also been working with them to learn from what they've done there so I'm sorry I don't have a more specific answer on that one usually pretty on top of the details in these slides but this week you caught me out Any questions from the room or I've got a hold on Oh boy okay I've got all questions for you and I will leave mine to last so the first one from Joe as isn't it unfair to not invite potentially great editors to the tea house just so they might troll group this study yeah no I I felt really conflicted about that that's why the control group was so much smaller than the experimental group it actually impacted our ability to make claims there are a lot of a lot of things that we failed to get significance on by just a hair that I believe we would be able to get significance on and learn more if we had a bigger control group so we're actually doing it again so to get to the original kind of the personal moral or broader ethical question of it this was done on a volunteer basis it was not part of my work for the foundation the data was that we're actually collected last year and not for this particular purpose and I think it's a total shame but at the same time I believe that if showing that the tea house has a positive impact on editor retention allows us to scale the tea house or make it get the word out there then it's worthwhile Hello I was just wondering if it's possible to after the experiment was done send them invites afterwards ship is generally sailed by that point yeah okay next you said the tea house is at least as much about people as it is about technology how do you know tea house treatment is many things invitation to participate in safe space chance to ask questions and get answers portal to Wikipedia adventure opportunity to attach to the biographically blurbed of editors and so on how do we scale it unless we know which properties the tea house are responsible for if they deserve so I'll make one answer because he has some other answers to this so first part is we have a lot we gained a lot of insight from our survey data into what aspects of the tea house we're engaging particular sets of participants that people found most helpful and then there's some other analysis that we can run and Aaron can give a quick answer to that yeah so I think that this point is really critical especially as we consider how we extend technologies we really need to know how to sorry I'm getting a ton of pings all of a sudden making sure it seems that somebody's adjusting my audio level anyway we really need to know what aspects of the the interventions that we're doing actually work so that we can have we can move in the direction that will have more significant impact this requires that we build theory about what's actually going on Jamo and I are invested very heavily in a research program to explore who the tea house benefits when receiving the invitation has the biggest impact and what other effects receiving different messages have and so we've already got some preliminary results there that we're going to present at a research showcase on the 16th of December and so if you want to see our updates in about this then please attend that research showcase I have a question for both of you this is I'm waiting to hear about the results of this it's really exciting and as you mentioned yes of course there's technology the most important part is that there are editors who are nurturing new incoming community members now I'm wondering if you guys have built a model in terms of some of the possibilities that you've identified so for example if we were to invite more people or even the same amount of people but invite them earlier how much how many more editors would need to actually participate in an age with those new editors in the tea house and if we actually have that many editors in in our movement to support that well so one so I see two kind of two areas where you know where we have kind of where we may get blocked one is just the number of people who are willing to engage as hosts and two is just the kind of the limits on the infrastructure of a single wiki page I don't think that we have I don't think we I'm not sure if we log edit conflicts but having a bunch of people asking and answering questions on one wiki page there's kind of diminishing returns beyond a certain point so if we wanted to Q&A we'd have to either take it off wiki or have multiple forums that said I think that it's certainly possible to kind of like it would be possible to put together some estimates for how many we could reasonably scale to at given the current infrastructure just before I ask the next question yes we log edit conflicts but we don't have enough with that except the next next question I'm wondering is the 16 growth enough to also test the other goals that were mentioned for the details like increasing diversity and if so did it no it didn't we didn't in this in this study we didn't learn anything about the demographics of the participants it's other than through surveys we don't have a good way of asking people personal characteristics I think that if we decided that that was a priority that it would be possible to combine a quantitative study of editing patterns with survey research and get a better sense of that but we haven't crossed those streams yet thanks now I'm going to abuse my authority I've got a question so my general question is whether retention is all that important compared to for example helping editors be more effective or efficient or guiding editors to make better edits in the 6 edits they do make yes well so so for the basic reason that every editor stops editing at some point and so there has to be a replacement rate we have to bring on new editors who continue editing at the rate of the people who are naturally deciding to stop their wiki careers the other issue is the issue around the diversity or general lack of diversity within our editing communities the systemic bias of our content is directly related to the interests and characteristics of the people who choose to edit and people with certain characteristics are more likely given the current technical and social climate wikipedia to stick around and become editors so we need to kind of remove the blockers that prevent otherwise valuable contributors who are underrepresented in our editing population from leaving or from editing so really new editor retention particularly retention of a more diverse set of new editors is more important than eliciting quality contribution from people who are not likely to apply to become wikipedia I would say one other note that I'd add to that is in our analysis of the results of this experiment we actually did see that not only did people survive but they also did substantially more work in the invite conditions and so I think that really when we're measuring this long-term survival and we're looking at productivity overall we're sort of measuring two sides of the same thing so one quick note about the relation between retention and diversity is true that we don't collect data from graphics registers but we do have some data for example about the time when they register and one in direct effect increasing retention of cubies as you guys remember from a news presentation last time is that I retained this user to actually change the underlying composition of the total active edit population so by adding four people who are retained after we registered it means that we're trying to answer the current underlying graphics which as of today still see post edits heavily dominated by the relation of mostly registered in 2006-07 Next up I have a couple quick questions for Dmitri I'll join you together the link previews have you done user testing of the link previews? it's a new kind of direction so you can't necessarily draw their perspective and the other part is on iOS sorry we've done user testing on link previews I think this was done at the beginning of the summer and we've actually been collecting data on link previews after having deployed them on Android we're still sort of looking at the impact of the data and what it really means so we're still working it out and on iOS I'm not sure when I think Josh Minor can speak better to that if he's in the room because he's the PO for iOS I don't see okay I've got one last question from Yuri what's the process of deciding what are these and how do we decide what that process is one thing that we've changed based on your feedback is we decided to create a collaborative process we have a proposal for that we're going to decide what the proposal is today and how to amend them together and no, we've not decided yet we're not going to have a final solution on how that process is going to come you have some ideas, if you're part of the process you'll probably have seen some stuff in the proposal then the next week or so you'll see some more presentation proposals so but if you want to comment on the iOS I saw you walking sorry I'm going to take the miniature for two before we roll out the feature to any of the other platforms except in the back I will do it if we are interested actually, that's us at time actually, it's 12 o'clock so thank you everybody for coming to this day presenting and see you all next month and next week's meeting


Hello everyone. So in this video I want to introduce you or remind you of two important concepts in Python that we will use as we go about implementing our more sophisticated data structures to get them to operate a little more seamlessly and more in line with how Python does its own processing. So this is a short video to kind of introduce you to the concept of exception handling and default parameters. Right? So I know some folks have heard of exception handling and you all have certainly seen these things, right? So suppose you have a, this is just a regular old Python list with Alice, Bob and Charlie in it, and then we call names dot remove Dave, right? So what happens? Go ahead and run this code if you so choose and what you will see is that you will get an error that looks like this, right? Names dot remove Dave. And then this is the offending line of code. It's selling me line two of my line of code. Value error. List dot remove X. X is not in the list. Okay? So it's saying, hey, you called remove with Dave, but Dave isn't here, right? So it's giving a value error. And that is by design, right?  You did something exceptional. And I don't know what to do, right? That is what an exception means. It's basically Python's way of saying, you tried to do something I don't know how to do. Here's an exception. I'm going to make your screen turn red. Fix your stuff or you deal with it, not me. You deal with it. I don't know what you want to have happen, right? Maybe you, the programmer, if Dave isn't in this list, maybe you don't care. And you just kind of move on with your life and like, Oh, okay. Oh, great. He's not there. Fine. I move on and I do more work. But by default, if an exception is raised, that's what we call it. This is an exception has been raised. The code stops, right? So this line of code right here, this print line will not execute, oops, excuse me, right? This print line will not execute. Maybe I can get the laser pointer. There we go. When an exception is raised, code program stops, you know this all too well, right? So what are exceptions really? There's a difference between exceptions and syntax errors. So syntax errors are when your Python code is malformed. They are detected before the code runs. You got indentation problems, you got parentheses problems, you forgot a colon. That's a syntax error and Python will yell at you for that. Exceptions are errors that are detected during execution. In other words, while the code is running. Exceptions are due to errors in logic, programming logic, and they cause an error in Python. So divide by zero will raise an exception. Trying to access a list element that is out of range. So you have a three element list and you say, give me list index 10. You get an exception. Trying to add two items but say one is a string and one is an integer. You will get an exception. You've probably seen some of these things before. Those are exceptions. Exceptions are the error mechanism in Python. So you can handle exceptions. And that is the formal term. Exception handling. Go to your book, read chapter 1.11 about this. So if we take our list code from before, Alice Bob and Charlie are in names.  Specify a person to remove and then we ask the user to type in something. It will say we can handle an exception using this form. We use the key word try followed by a colon. And then the line of code we think might produce an exception. It might produce it depending on what the user inputs here. We don't know. But if an exception occurs, we say accept and then the type of exception you want to handle. So if this thing throws or raises, it raises the Python term. If this line of code raises a value error, this says catch it. Grab it. Grab it. This is a key word accept and then the type. And then instead of crashing out the program, which is what would normally happen, just print an error that says I couldn't find that person and move on with your life. The rest of the code will now execute. Because you have handled this exception, this line handles the exception, but it must be paired with this. You try some code, try to execute this code, and accept, if it has an error, catch it and do something. Handle it and do something. This whole thing together is called a try accept block. It kind of looks like an if-else statement. But instead of if-else error, we do try accept. So you can handle exceptions if desired. Often when you get to writing like real code, you will do this. The other thing that you can do, and that we are going to do in your next programming assignment, is that you can raise the exceptions. You can create the exceptions. Python lets you do that, which can be very handy when you're writing code and your code encounters a scenario that it doesn't know what to do. It doesn't know how to handle it. You can raise an exception and say, I don't know what to do here. You, the programmer who's using my code, you deal with it. Here's the error. You deal with it. So you, as we make our data types and make our data structures, you may want to raise exceptions to indicate that your code has encountered something it doesn't know how to handle. So here's how you can do that manually. I've got a very simple function defined here. It's called divide. It takes a numerator and a denominator. And as you know, you cannot divide by zero. That is undefined. So I have introduced a check in this function that says, if the denominator is equal to zero, raise a value error. So raise is the keyword. And it says, okay, here's an error. I don't know how to deal with this. Raise it. And then, unless the programmer who's using this code, which could be you, catches, tries and accepts that error, handles that exception, you're going to get red stuff all over your screen. It just won't work. Actually, you know what? Why don't I flop over here to PyCharm real quick. And I'll just show you. Let me make a new scratch file real quick. Scratch, Python. Let me make this a little big so you don't see it. Whoops. All right. There we go. All right. So I defined a, I was defining a function called divide. And the first thing I did was I checked to see if denominator equal equal zero. I raise a value error. Okay. And then I say, if a value error occurs, this line won't run. Okay. If a value error doesn't occur, though, then go ahead and do the division, right? So now if I call this function, this very simple, silly function, right? You don't really need this function, right? But if I call it in the denominator is zero, I should get a value error. So let me run this. And there it is, right? Raise value error. And it just says value error here. But it killed the program, right? Hi. I didn't make it. It killed the program right here. You raised the exception. The exception is uncaught. You can make these things more descriptive. This is actually a constructor. You know what? I'm not going to get into that. I'll give you examples of that later. But if you give it something that does work, divide 15 by 5, for example, everything runs, right? And I get my print statements. Okay. You can also handle this exception right here. Try, um, divide 10 by 0. And I accept. And if I happen to get an error right here, I can say, I can handle it. I can do something useful. Hey, you can't divide by 0. I ran it. You can see here. Try I divided by 0. I did get this value error. I handled it though. And instead of crashing out my program, I say, hey, you can't divide by 0. And then I print, you know, I continue processing. So this line actually goes through. All right. So exception handling. We're going to get some experience with that. But I just wanted to point you to it. So please have a look at your book in that regard. All right. So one final thing I want to show you here is the concept of default parameters. Okay. So I've got a very simple function defined here called say name. And it says print, hi, my name is first, last, using nef string. And then I run the code. Well, if you try and run this code, what you get is an error. And it will say type error. You've probably seen this. Say name is missing two required positional arguments, first and last. Well, that's because I called say name and I didn't give it a first and a last. And that's, you know, this error is to be expected. This error is kind of a good thing because it's saying, or this exception is a good thing because it's saying you tried to use this code, but you didn't use it the right way. So fix it. Use it the right way, darn it. Now, if you want to have some flexibility though in how your code behaves, what we could do here is give say name some default parameters so that if, let's say the user only gives a first name, it's happy with that. Let me show you what I mean. Okay, so up here I've got my same function except for each parameter, I am giving it a default value. So I do that by saying the parameter name first equals getsSammy, right? Sammy the string. And last, its default value equals seahawk. So what will happen now is that if we run this, if I call it and I give it no parameters well, what happens? First becomes Sammy and last becomes seahawk. And so this will say, hi my name is Sammy Seahawk. If I call say name and I only give it one parameter, it will substitute these arguments in the order that they are received. So Samantha here becomes the first parameter, but I didn't give a last a value for last. So the default value of seahawk is used for last. So what gets printed out the second one is, hi my name is Samantha, who goes in the first, Seahawk. But then of course I can provide it with both of the parameters. My name is say name Samantha White. Well, I don't use either of these default values. Hi my name is Samantha White. So this lets you specify default behavior for your functions. You can use this default behavior to make your functions a little more flexible and also maybe to avoid error scenarios. But certainly you don't need to use default parameter values except in certain scenarios. And when we get into coding the link list, I will show you one of the scenarios that you do use something like that for. Okay, so that's all for this video. Go back check out the slides, try these things out, get comfortable with them because we will be using them. And the good news is this basically represents the end of new Python stuff. And many of you have probably already seen these things before. Now we're really going to use them for their intended purpose. But yeah, good news this is really basically the very last new Python stuff that I will talk about in this class. Everything else is going to be used in Python syntax and Python tools you've seen before. Alright Okay, see you in the next video where we get into actually implementing some of the linked list operations.


It's not a good draft for quarterbacks, it sounds like. It's a whole class, man, but the NFL clearly thought very little of this draft class. Every so often there's that surefire guy who like you think can't miss. There's I don't think there's any can't miss guys. Who knows if someone gets drafts in the second and third round that they thought was just like on paper just some guy. I mean he turns out to be unbelief. Brock Purdy grew up in Queen Creek, a suburb of Phoenix, Arizona. Purdy is going to keep it working that right side once again. Dives for the goal line. Touchdown Perry. Purdy soft touch. Touchdown Pubos. Purdy looking for somebody. Passes receiver. Touchdown Perry. He spent his high school days at Perry High School where he put up a 27 and 13 record. His senior season he was named Arizona's Gatorade Player of the Year. He was a three star prospect and committed to Iowa State University. Oddly enough, Purdy started as a third string quarterback in his first season at Iowa State. In four seasons, Purdy completed 66% of his passes for over 12,000 yards. He threw 81 touchdowns and 33 interceptions. His next step was to prepare for the NFL draft. There's a good chance with how few actual guys are out there. So all these guys stink coming out this year in the NFL? Who knows if someone gets drafts in the second and third round that they thought was just like on paper just some guy and he turns out to be unbelievable. So that could always happen obviously. But I think in a lot of those years the reason why they're in the third, fourth round or whatever is because there's other quarterbacks that are being I think this particular time a lot of scouts are like there is really nobody up at the top. The 2022 quarterback class was a bit different compared to others. No one really stood out. He runs a straight line and it's a 4-6-7. It's a phenomenal time. It's easy for him. He's got a real, real pop to the ball when it comes out of his hands. The top prospects were Malik Willis from Liberty and Kenny Pickett from Pittsburgh. Pickett and the pressure forces to grow out. But even then, not many teams were sold. That was evident in the 2022 NFL draft. Kenny, what's up? We're about to make you a Pittsburgh stealer brother. Congratulations to you and your family. Pickett was the first quarterback taken, selected at number 20 by the Steelers. This was the latest the first quarterback was taken off the board since 1997. Things got worse with Malik Willis, who was projected to be taken at early a second overall by some. He ended up falling to the third round to the Titans. The Tennessee Titans select Malik Willis and quarterback Liberty. A few picks before Willis, Desmond Ritter was drafted to the Falcons.  Yes, sir. Round after round, quarterbacks were taken, but Purdy never heard his name called. Until the very last pick. Final pick of the 2022 NFL draft. So the 47th, Mr. irrelevant, the San Francisco 49ers select Brock Purdy, a quarterback from Iowa State. Became a San Francisco 49er. He was given the title of Mr. Irrelevant. Quick, thank you to all you guys, the media. Since I got here, you guys have been awesome and faithful. Thank you very much for everything. It's been crazy, man. Just all the comebacks at Levi's comebacks on the road. I love you guys. So see you. The 49ers quarterback room was interesting to say the least. San Francisco traded up in 2021 to draft the successor to Jimmy Garoppolo, Trey Lance. The plan was for Garoppolo to play in 2021, then trade him and let Lance take over in 2022. No deal could be made to move Garoppolo. So they kept him as a second string quarterback behind Lance in 2022. While all this was going on, Purdy battled and secured his spot as the third string. Lance on this place, he kept it and a full fight to hit. Kind of got folded underneath as Monet and Barton both made the hit. In week two of the 2022 season, the hopeful future of the franchise, Trey Lance suffered a season ending broken ankle. San Francisco was forced to turn to Garoppolo. Here's a play action by Garoppolo. Looks left to throw wide open. Ross Welley, Ross Welley will die for the answer. Jimmy Garoppolo filled in nicely, leading the Niners to a seven and four record until week 13 against Dolphins. I got worse news.  Wow. Garoppolo essentially suffered a season ending injury. With just one more option, head coach Kyle Shanahan turned to the man everyone overlooks, Brock Purdy. Again, down to two.  Purdy looks to throw. You set. Touchdown, San Francisco. Purdy underneath for the touchdown. It's McCaffrey. Mr. Relevance of Mani, he becomes extremely relevant now. Purdy, back to throw. Fredster Connick steps away, looking to run and he walks it in. He just had that thing about him when he walked away. Purdy. Purdy, yeah, yeah. Purdy makes a swim move and finds people. Stanley, are you kidding me? What a play in the crowd. Loves it from Brock Purdy. Purdy, loading it up, going deep. He's got a man. This kid blew me away in this game. This kid played like a poised veteran. Yeah. What's coming? Purdy, lofty, going deep. Has McCaffrey. He's got it. Fake toss, two fake tosses, and then the kettle over the middle. Touchdown, San Francisco. Hey, very, very loaded game. One skill applied, go and deep. Purdy's got him on 30 for your leisure. Purdy exceeded everyone's expectations. He threw 13 touchdowns to only four interceptions. He went undefeated in the regular season, leading the 49ers to a 13-and-4 record and the NFC West title. Purdy scans, dances, and finds McCaffrey. He'll break loose. Touchdown, San Francisco. Brock Purdy became the fifth rookie quarterback to lead his team to a conference championship. Here's Purdy, pressure from Parsons again. Gets rid of it, Jennings in stride, and he's out of bounds in field goal range. Holding up over the middle. We got to give up to our quarterback, man. Have no workout. All you got to do is one. Have no workout. One, all you got, Brent? Oh, bro, that's all we got. In the NFC championship, with just one game left before the Super Bowl, everything you can imagine that could go wrong happened to the 49ers. Not a fake pressure coming. Purdy gets it. This ball is clearly hit. That is an open hand. That is a fumble, Kevin. Purdy got hit on the Hassan Reddick fumble here. Why Purdy out? Josh Johnson, the veteran, is into play quarterback. Let's go, Josh. Ball is bobbled, and it's on the ground and loose. Who's going to get it? He just dropped it. I mean, that was a good stat vehicle, Kevin. Sanders gets it left side. Big room and a touchdown for Sanders. He hit his head. Brock, lefty. Are you ambidextrous? Kevin Coleman in the game. We've got a couple slips back to the cap. Why not? Pump fakes. Now he lets one fly, and there's no one over there. We lost our both quarterbacks. That's tough. Real tough. After losing four quarterbacks in the 2022 season, the 49ers fell short of Super Bowl 57. I've always believed in myself. I didn't know at what point it would come, but I envision this kind of stuff happening in terms of going and leading an NFL team down the road. It's unknown what Purdy's future holds, but he's proven to be very relevant in this league. On second and goal here, he fakes. He looks. He's in trouble, but keeps it alive and finds Mitchell. Improvisation leads to a touchdown. He did so many great things this year, and we understand what it looks like and what it takes to go and to get on the street and get hot and to win big games. He's awesome and confident in the huddle. The best part is he shows up every single day. He's humbling all he wants to do is get better. I knew he was selfless. I knew he had high character, and he wants to be great, and it shows every day in practice. I love the game. I love competing.  You want to have all those other guys on the field celebrate with you for doing something good. I mean, this guy doesn't look like he's in his seventh year in the league. End zone pro. Chin and wide open, this huddle roaming free. I'm a competitor. I love to compete. I want to win at all costs. But at the end of the day, I know that I'm not defined by the wins or losses as a person.


Rob, we're here at the AFC Business Christmas lunch. It's great to see so many of our partners here. Yeah, it's very, very good. We're delighted to have over 120 people here today celebrating Christmas. It's coming and also the 10-year anniversary of our business club, AFC Business. And 10 years of AFC Business, as you say there, you must be so proud as commercial director, you know, to see all these people and to have seen them over the last 10 years. Yeah, very much so. We set up the business club 10 years ago to try and connect with the business community and get people to the ground and for me to build some commercial contacts. And 10 years on we've got a thriving business club with nearly 1,000 members and regular monthly events that we're running. And a really committed business community that are supporting the football club. And yes, we're delighted. Should your company's been a partner of AFC Business for 10 years? Just tell us what that's been like for your company. Well, it's basically we've gained a lot of business through it. We've gained a lot of contacts over the years. When we were asked to start sponsoring it 10 years ago, it was really a no-brainer because at the time we were sponsoring matches and other events at the football club. And for the business club to be formed by Rob for us to be invited to sponsor was obviously an honour and a privilege at the time. And 10 years have flown past. I want to know you're here with Think today. Just tell us how pleased you are to sponsor the event. I'm very pleased. I'm especially pleased because obviously it's the Christmas event. That's 10 years. It's the last of the decade. And that's for me, that's what made it quite a special event to sponsor, really. And it's great to have so many local people here and being able to network with them with your own business yourself. Yeah, I mean our business is very international. We work mostly with international airports and foreign governments and we don't often get a chance to network and engage with the local community. And it's forums like this which give us that opportunity to be a bit more local, really.


Hello and welcome to the session. Let's work out the following problem. It says a pair of dice is thrown seven times If getting the total of seven is considered as success, find the probability of no success at least six successes So let's now move on to the solution And let's first write the sample space for the experiment of throwing a pair of dice Since we are throwing a pair of dice There would be 36 possible outcomes These are one six first we add one one one two one three one four one five one six Similarly, we can write out all the outcomes So we have written all the possible outcomes and these are 36 and numbers now Let e be the event of getting a total of seven now this is considered as success the probability of Getting a total of seven would be six by 36 as there are six outcomes which are possible to Which are favorable to e that is which gives us a total of seven as one six two seven three four four three Five two and six one so these are six in numbers and the total number of outcomes are 36 So the probability of getting a total of seven is six by 36 that is one by six so the probability of not getting a total of seven will be one minus probability of getting a total of seven That is one minus one by Six that is five by six Now we are throwing aware of dice seven times so let X denotes the number of Successes in seven throws now X is a binomial variant since the number of throws are finite therefore X is a binomial variate right where N is seven and P probability of success is One by six now we know that the probability at X is equal to R for the binomial distribution is given by NCR P to the power R Q to the power N minus R where R goes From zero one to a pill and so you need to remember the binomial Distribution for this now here we have to find Probability of no success that is probability of X zero since X denotes the number of successes and seven throws and we have to find the probability of no success That means X takes the value as zero Now we'll apply This distribution here. So probability of X at zero will be seven C zero P to the power R that is one by six to the power zero into Q Q is five by six five by six to the power Seven minus zero So this is seven C zero One by six to the power zero is one Into five by six to the power seven and seven C zero is one. So this is Five by six to the power seven Now in the second part we have to find the probability of at least six successes probability of At least six successes that means There could be six successes or more than six successes in seven throws. That means X takes the values Greater than or equal to six and since there are seven throws. So it would be probability of X Equal to six plus probability of X equal to seven Now again probability of X is equal to six will be seven C six one by six to the power six five by six to the power seven minus six plus seven C seven One by six to the power seven five by six to the power seven minus seven now Seven C seven and this is one by six to the power six and five by six to the power one Plus seven C seven is one into one by six to the power seven and five by six to the power zero So this is equal to 7 into 1 by 6 to the power 6 5 by 6 to the power 1 plus 1 by 6 to the power 7. So now here we can take 1 by 6 to the power 7 common. So we take 1 by 6 to the power 7 as common. So we have inside. Now since we are taking 1 by 6 to the power 7 common here we have 7 into 5 plus 1. So this is equal to 1 by 6 to the power 7 into 35 plus 1. So this is 1 by 6 to the power 7 into 36. Again this is 1 by 6 to the power 7, 36 is 6 to the power 2. So this is equal to 1 by 6 to the power 5. Since here 1 by 6 to the power 2 gets cancelled with 1 by 6 to the power 2. This gets cancelled with this and we have 1 by 6 to the power 5. So the probability of no success is 5 by 6 to the power 7 and probability of at least 6 successes is 1 by 6 to the power 5. So this completes the question and the session. Bye for now. Take care. Have a good day.


Hey, want to know what we think about Fitness Influencer Workout programs? Watch this. Our next caller is Ashlyn from Minnesota. Ashlyn, how can we help you? Hi, so recently I had third weight training again after a really long hiatus. So I was approaching it as a beginner. I had been consistent for about two to three months until I got COVID. So since I've been out from training for about three to four weeks and I've been wanting to get back to it. But I've been dealing with this lingering fatigue and exhaustion from the COVID that I haven't experienced in a long time since having adrenal fatigue. So anyway, my question is, what do you guys think is the best way, best, healthiest, safest way to get back into weight training with this fatigue and exhaustion? Yeah, good question. So there's a horse dewormer. I'm just kidding. Don't cancel us, Spotify. No, okay. So, no, I'm just kidding. No, okay. So here's the deal. Doug, they're cringing. I know he's already freaking out. All right, I'm going to give you the like the answer from my expertise and then I'm going to give you the non-expertise answer just based off of stuff that I've read. Okay, so this is like, this is for sure the good advice. For sure, good advice is give it some time.  I've talked to lots of people that feel like you do after recovering from illness and it seems like some people it takes one to two months. Before they start to feel like themselves and Adam was somebody the same thing. He had about a month and a half or two months where he kind of felt crappy and then slowly it came back. So that's the for sure like piece of advice. Okay, here's some speculation based off of what I've read. Take it with a grain of salt. I'm not a doctor. But I've read a lot about glutathione and NAC supplementation to help with recovery from COVID. There's been some studies show there's a strong connection correlation to low glutathione levels and severe symptoms of COVID and long COVID. So you can find liposomal glutathione. We work with a company called Live On. They produce it. It's really good. It's one of the best ones I've found. And then NAC, you can find online. Amazon doesn't sell anymore because I think the FDA is trying to re-regulate it and although it's been available for 20 years weird while all of a sudden they want to do that. But anyway, that's a side note. Those two things right there. Try supplementing with them and see if that helps with your recovery. But again, that's the part. Take with a grain of salt. The most important part is just give yourself time. Everybody I've talked to that's been in the situation. It took them about a month to two months and then they started to feel like themselves again. As far as programming and stuff, do you have Map Starter? I don't. I've been using like a mixture of, don't hate me, fitness influencer programs that I felt like took the best from each one and kind of made my own. So I don't have a Map one yet. We're going to send you Map Starter. Yeah. Jesus, we don't want you doing that. Bambi's butt building. Yeah. Yeah. We don't want you doing that. Is that what you're doing? Map Starter will be absolutely perfect. Trust the process too. Anytime I put Katrina back on Starter after she's been off for a while, she's always antsy to get back after it. I'm like, listen, follow the programming. I promise that you'll continue to see great results. It'll get you ready for something a little more intense. So I would follow Starter after you go through Starter, then I would consider going to Anabolic. So follow Starter to T. We're going to send that over to you for free. That's what I would do. And then, so I just walked, you know, so I would go for walks.  Like it was just, it was harder for me to breathe and it took me a good solid almost two months. And all I would do is I would, I would go or I'd be like riding the bike around the block with Max and, you know, something that I could do for a half hour to hour, no problem. I could only do for about 10 or 15 minutes. And so I would just do that. I would kind of, I would kind of push to that limit and then I would back off and then relax. And I noticed I'd be really tired after that. So definitely my body's talking to me, letting me know that that was a lot for me at the time. So just take it slow and do walks in Starter for now. Listen to your body. I mean, you really got to pay attention to those signals and like take it easy and really take that tempo and that pace down substantially. So you can, you know, use this time to work on the quality of your form and the mechanics of the movements and you know, even just kind of sit in it for a while and rebuild that tension and just kind of pace it out at a very slow pace and you're going to build that momentum and get back when your body's adequately ready. Yeah. Ashley, one more piece of advice. Okay. Yeah. So are you a trainer or a coach? Are you a trainer or coach? Do you coach anybody or train anyone? I'm a yoga teacher, but not a fitness trainer. Okay. So, okay. Awesome. So this is going to be great. Okay. So I have a little bit of knowledge of yoga. I've taken yoga maybe, I don't know. He bought the pants. Maybe 30 times. Okay. He wears the pants. Yeah. I wear yoga pants on the weekends. No, I'll joking aside. Imagine this, right?  You know what you're doing.  I took like 15 classes or I watched 15 videos on Instagram and I put together what I think to be the best routine for myself. Like how would you, how would you feel about that? Or what would you think about that? Like, oh, stop it. Yeah. So, so what you're doing is number one, you're picking routines from a pool of idiots. Okay. So fitness influencers are, are literally fitness morons. So they're, I'm not, I'm not exaggerating. They're dumb. And what you're doing is you're not only picking from a pool of idiots, but then you're taking that and mixing it based off of your randomly, putting your limited experience. So no, no offense to you. I get it, but you don't know what you don't know. And so what you've probably done is you're probably taking terrible routines and just making another terrible one. So follow map starter as it's laid out. Trust the process just like you would want when you're students to trust your process and then see how, see what happens. Okay. And should I take the program at the pace that it's saying, take it out or should I just take it slow and listen to my body? Always listen to your body. Always, but it's de-factored that in. Yeah. That's factored into it. That's why it's called map starters. The thought process is somebody who's been away from lifting for a while or somebody who just came out of having a child. Like it's definitely a good place for you to start right now and just, just follow it as, as instructed. Unless it's too, if it is too much back off, but I think you'll be fine. Yeah. Awesome. That's great. Thank you so much. You guys, I really appreciate this. No problem. Thank you. All right. I tell you what, man, I really appreciate the social media fitness influencers because it's, it's like it's customers. Boy, do they give us like, they give us a great part of the market, don't they? Anytime we get something like that, it always just reminds me of how much more work we have to do.  She knows how to, you know, send in a question to get on here, but then doesn't have any of the programs and is randomly pulling from influencers. It's like, how many of, how many of our audience is still, or how many people in our audience are still doing things like that. So, right. Yeah. The problem is that they, they, you know, they value exercise is just movement. Well, I'm just moving. So what's the difference? Well, I'll never forget the first time I'm going to throw our friend on the bus here when Craig and I were hanging out and he referred to exercise programming as ice cream flavors. I almost fucking, you know, threw my head through the wall after he said that.  This is part of the problem. This is part of the problem is that people really think it's just ice cream flavors.  Have Rocky Road. Oh, you like MedChip. Have MedChip. It's like, there's, there's a lot of science that goes into good programming.  Yeah. Program. Yeah. You want the program to turn your computer on. You throw, you throw a couple of wrong ones and zeros and it doesn't do anything. Yes. Or it crashes the whole thing. Very effective way to get to your desired outcome. And it's just like, there's a science behind it. And I guess that's why we get irritated because you know immediately whether or not they're using any science in their program. Yeah. Well, and it's also, there's also a major difference beside between programming for results and just general exercise. Okay. So that I'll give you that that, you know, general exercise is like ice cream flavors. Yeah. Sometimes if you just want to randomly move and just burn calories and that's your desired outcome. But most people calling in or most people listening to the show or have specific goals. I want to lose X amount of body fat. I want to build so much muscle.  Yeah. So you're consistent. That's great. Now let's look and see what's the best way. Right. You know, to be consistent. It reminds me of like when I, you know, I have friends who, you know, they're professional fighters or whatever.   This is going to perfectly like happen exactly how the person's coming at you. They're like, dude, they're going to get someone killed.  So it's hilarious.