Experts regularly say that in crisis situations like a house fire, drowning, things like that, that more people die from panic and not having a clear idea of what to do and how to respond than they do from the actual event itself, from the actual fire, the actual drowning situation, but the panic causes more deaths in crisis situations than anything else. I want to suggest to you that the same thing is true for organizations, which is why we want to focus in this video on crisis communication. What we can do in those situations as public relations professionals and the important role that PR plays in helping to manage those crisis situations for organizations. So let's start off by defining what we mean by crisis communication. Well, crisis communication is when you have a significant threat to operations that can have long-term negative consequences to the company or organization involved. So a significant threat to operations that can have long-term negative consequences to the company or organization involved. In a previous video we talked about issue management and we talked about how issue management is really proactive, but crisis communication is actually reactive. Issue management, we want to get ahead of things, we want to keep an eye on things and and try and stay ahead of issues before they crop up. Crisis management, crisis communication, we're already in the midst of things. This is not something that we could have or that we did not then predict and so something has happened. So now we're reacting in the situation in crisis management, in crisis communication. So as PR people it's important to differentiate between those two things as well. So another thing we want to talk about is the difference between a disaster, a problem and a crisis.  To a certain extent as an organization we don't have a lot of control in those situations. So and those are things that often involve a much more coordinated response maybe from government agencies, maybe from the National Guard, maybe from other organizations as well. They don't just affect us, they affect our entire community. It still affects our organization, but it's not something that we're necessarily responsible for or could have predicted in that sense. So that's a disaster, it's something in and of itself. A problem is more what we would refer to as kind of a bump in the road. A problem is not a significant issue. It's not that long-term negative consequence that we talked about that a crisis would be, but it's still something that needs our attention. And so we need to be aware of problems, but not every problem is a crisis. Every crisis is probably a problem, but not every problem is a crisis and doesn't need to be treated as all hands on deck. This is a crisis. Problems a lot of times we can handle in a much smaller way and a much quieter way. So they're more of a bump in the road than falling off a cliff here somewhere. But again, a crisis is a significant threat to operations that can have long-term negative consequences to the company or organization involved. So we're looking at something that's larger than a problem. Typically larger than a problem, it's going to have a long-term negative consequences. It is something that could have been, if not avoided, then is something that is within our control to kind of manage and or at least to divert or dilute the impact of that crisis. Unlike a disaster, again, it's largely out of our hands. Crisis is something that is directly connected with our organization or company and something that we can have more influence over and impact on both the resolution and the way that it's handled, the way that it's communicated. Okay. So there are a couple of different types of crises, right? The different types of crisis that we can look at. The first is organizational. When the crisis is the result of just an organizational failure, either a failure to plan or failure to organize properly, failure to a failure of leadership or management or structural failure of some sort and organization. We look at contemporary example would be when we had Elon Musk take over Twitter. We've seen a number of organizational issues stem from that, right? Stem from just the way that it was handled and the way that people are quitting in masks, people are getting fired, they're doing things and then taking them back quickly. These are organizational decisions, things that could have been handled differently and it's really a matter of these are issues stemming from a lack of organizational clarity, a lack of organizational control, a lack of organizational planning. So these are crises that are precipitated by the organization that are really impacted by the organization. So they're organizational crisis. This is an organizational crisis for them and Twitter. You also have sometimes you have a product crisis, a crisis that is directly related to the product or service that you provide. So in the case of the Samsung Note 7, if you recall the lithium ion battery they had was exploding, was melting basically, was overheating and melting and you were getting phones like this with this kind of damage. People were getting injured and that's a product failure. That's a product crisis that Samsung had to deal with specifically related to a product that they had produced and put out and had to try and correct then that issue, but that was a specific product issue. You can also have a type of crisis where litigation is the primary issue. Years ago, this was quite a while ago, so I'm reaching back a little bit here, but McDonald's actually had an issue with their coffee, right? Their coffee was hot. Somebody apparently had coffee spilled on them and then sued McDonald's because the coffee was so hot and they didn't feel like they were worn properly and so forth. So they saw some litigation that resulted from that and that was a type of crisis for them. It was certainly a PR crisis for them. It was all over the news. It was a big deal. People were making fun of it all the time. It just became this big mess for McDonald's that they weren't really looking for. I didn't really want this for their organization, but so they had this crisis that stemmed from litigation. It could be being sued over anything that could be that type of crisis. So you need a plan for those types of things as well. So there are different types of crisis, organizational product and litigation crisis that you can run into. The crisis life cycle, without getting into great detail here, it basically has these three stages. You have the pre-crisis stage. You have the crisis impact stage and the crisis recovery stage in this life cycle. So then the pre-crisis, we see here the warning signs potentially if there are any of this crisis that something may be happening. Again, a really observant management and a really observant PR staff will identify these early on hopefully even before things happen, but you'll see these warning signs and maybe take some initial preemptory actions to divert or at least to minimize the crisis as much as possible. So this all happens before it reaches that critical impact point. So in the pre-crisis there are some things we can do there. So that's that first stage though. But once the actual crisis happens, the actual crisis is underway, then we're in what we call crisis impact. So we're in the midst of this crisis, actual crisis is underway. Our focus then is minimizing the negative impact on those affected, first of all, on those who may be negatively affected by the product. For Samsung, when their phone was blown up, it was, okay, what can we do to keep people safe? What can we do for people who bought the Note 7? How can we help keep them safe, keep them from being injured? And then also what can we do to minimize the negative impact on our reputation, on our product, things like that. One of the famously one of the famous PR crises that an organization had was Johnson & Johnson. Back in the early 80s when they had the Tylenol pills that were laced with cyanide and several people died from that. And immediately they took all action to recall these products, to put safety measures in place, to keep it from happening again and all these types of things. They couldn't control what had happened necessarily at that point. I mean, what had happened had happened. All they could do was first of all, try and protect their customers as much as possible. And then secondly, protect their reputation by making amends and doing things differently, moving forward, trying to correct things. So that's during the crisis impact stage. What actions are we going to take right now to help minimize the impact, the negative impact of this in a physical sense on the public, and also in a sense on our organization as well? I'm trying to protect our organization as much as possible during that time. After that initial wave has passed and we've kind of gotten things under control, our focus is then on recovery, crisis recovery, which involves returning to normal as quickly as possible. We want to get things back to normal as quickly as possible and try and push that under the rug as much as possible, not to hide things, but to move past whatever the crisis was as quickly as possible while also making the adjustments that are needed to prevent the same thing from happening again. So not only did Johnson and Johnson in that moment apologize, recall all their products, do everything they could to keep people safe, but then they took steps. He started seeing the safety seals added to these pill bottles and different things that were intended to help people identify when a pill has been tampered with. And to prevent that from happening again, that's part of crisis recovery. You're trying to restore not only the safety of their product, but the restoration of the image and reputation of the organization. Johnson and Johnson got a lot of credit for accepting full responsibility for these things and making the corrections that were necessary as opposed to trying to hide things and point the fingers at other people and things they just said, okay, this is us. This is our product. We're going to make this right as much as possible. So then you enter in that crisis recovery phase of trying to get things back to normal and try and restore the image and reputation of your organization as well. So we see crises move through these different life cycles. They have the pre-crisis, the crisis impact where you're in the midst of it, and then the crisis recovery that comes after. The last thing I want to touch on here, and we're just kind of glossing over some of these things to give you an idea of what crisis communication is like. This is intended just to be a quick overview of this important aspect of public relations work is the impact of social media cannot underscore or overstate the impact of social media on crisis communication in the modern era. First of all, social media is pervasive. It's everywhere. We have it all over the place. We have it on our phones. We have it on our computers. We have all kinds of different channels. We have Facebook, TikTok, Instagram, YouTube, all these different things, Twitter, of course. And so it's pervasive. It's everywhere. So as an organization, we need to understand that it's everywhere. We need to first acknowledge that it's everywhere and that it has an impact and that we need to use that to the best of our advantage whenever possible. Well, I need to understand that social media can be helpful in identifying issues. When we start to see patterns, we start to see regular complaints about this specific thing, we can say, okay, through social media, we can use that data. We can say, okay, obviously, there's something happening here where there's smoke, there's fire, and so we can use that to track down issues, to nip them in the bud, to keep crisis from expanding any further. We can pay attention. We can use social media as a way to identify potential issues or potential crises either before they happen or as they're beginning before they really get a chance to ramp up too much further. We can also understand that social media can be useful in establishing a firm foundation and that firm foundation can enhance trust in our brand, in our organization. When we've used social media responsibly and we've taken advantage of it and used it well, used it to the benefit of the public and used it to develop some trust within that community, then that can be especially helpful in the midst of a crisis. When we're communicating with those people, we're going to have a higher level of ethos and credibility with that community and be able to have our communication be trusted to those things so we can use social media. Then if we've in advance established that as a firm foundation, established a trusting and credible relationship with the community and with our audience, then we can use social media to our advantage in that way. What else we need to recognize as social media is a double-edged sword, of course, right? It's a double-edged sword. You're going to get the good and the bad. You're going to get the opportunity to reach your community. You're also going to get the opportunity to hear from people in your community. When you're in the midst of a crisis, you're going to get some hateful things thrown at you. There's very little you can do about that. At this stage, there's no real control over social media to a certain extent. We just have to recognize that social media is what it is. It's a double-edged sword. We can use it as our advantage and use it as a positive, but there's also going to be negative aspects of it. We're just going to have to accept and deal with that as well. Overall, when we're dealing with crises as a PR person and an organization or a company, we want to first be ready. We want to respond. We want to then recover and restore as best as possible. That's the flow of things in crisis communication. You can't always control everything. You won't always know about it in advance.  The best you can do is be as prepared as possible by being ready. Then you can respond when something does happen. Don't shy away. Really lean into it and do what's best for not only your organization, but for your community. Be honest and straightforward and respond in that way. Then we do the best we can to recover, both by keeping our community and our public and our customers safe. Also, then recovering and restoring what we can in terms of image and reputation for organization. Ideally, come out stronger on the other end of things if we've handled things as effectively as we can. Hopefully, this gives you a better idea of what we mean when we say crisis communication and especially how that's different from issue management, which are very different things, but it gives you an overview of crisis communication and better understanding of what that world looks like. I hope that this has been helpful for you and that you'll be prepared to deal with things as crises come up in whatever organization you're at as the public relations practitioner.


The Cube at OpenStack Summit at Lata 2014 is brought to you by Brocade. Say goodbye to the status quo and hello to Brocade. And Red Hat. Here are your hosts, John Furrier and Stu Miniman. Okay, welcome back everyone live in Atlanta. This is the OpenStack Summit. This is The Cube, SiliconANGLE's flagship program. We go out to the events, extract the signal from the noise. I'm John Furrier, the founder of SiliconANGLE. I'm joined by my co-host, Stu Miniman, and I'm at wikibond.org. And our next guest is Angel Diaz, Vice President of Open Technology and Cloud Performance. Welcome to The Cube. Hey, thank you very much for having me. I mean, IBM is no stranger to open source.  It's just been fantastic. The developer works well, well followed. Community, certainly the contribution there on the site is fantastic. They've followed you guys for years, so congratulations. But OpenStack now is leveling the playing field. We've heard quotes like, it's going to decimate the value change in the enterprise, remake IT, enable developers. What's your take of OpenStack right now? I mean, OpenCloud has been a concept that's been put out there. People are gravitating towards it. The attendance, I'll see. People are voting with their feet, sessions are packed. There's demand. What does it mean right now around OpenStack and OpenCloud and around open source, particularly? You know, I think, interesting intro. You could take a glass half full or a glass half empty approach. Decimate or opportunity. You're defined by how you answer the question. Don't worry. But let me tell you, I mean, look, I remember back in 2011 or so when basically OpenStack was mostly rack space. And by the way, hats off to the rack space guys who said, look, we wanted to take the OpenStack away. It was one of several open source infrastructures of service communities growing out there and say, look, what can we do to explode the ecosystem? I remember being in the room with Jonathan and the team and saying, look, how about we create a foundation together? IBM was one of the original eight founders of the OpenStack Foundation. And we thought, what we really needed to do is just empower the people who are doing OpenStack so they can do more and create more of a community. Because there's nothing really we need to change. We just need to take the OpenStack away and explode it out. That was back in 2011, 2012-ish. Here we are now, 2014. And I would say hands down, OpenStack is the ubiquitous infrastructure as a service platform of choice in the open source kind of world. And what that has done is that has opened opportunities. If you look at all of our clients in IBM, all the folks here who are using OpenStack, you see a freedom of innovation. They no longer have to worry about, look, am I building a dead-end cloud? Can I build a cloud that can span elastic across, on-premise, off-premise, and deal with hybrid situations? By adhering to OpenStack up, by adhering to what we're doing around the network, the compute, and storage, and the APIs, we're able to build an infrastructure that can essentially burst in any direction we want. Now that's just the beginning, but that's where we've been and how we've gotten here. It's almost like in the spirit of the NHL playoffs, the original six, it's four, the original six is Bruins and Canadians are in their black ox behind the Rangers. So the original eight, you guys are left from the beginning, but it wasn't a lot of fanfare, this original eight and the original rack space that pushed a lot of it, because they were building their own cloud out, so they saw the DevOps movement. Certainly it was on your radar screen. Obviously IBM's a big, the aircraft carrier of IBM, which is now all behind open now. They have to go into impact, more pulse than impact, clearly the company's rallying behind this. So what was going on at IBM at the time? So obviously you had your hands in it, what's happened at IBM since that time and now? So what we thought was we looked back at what we did in the early 90s with the web. In fact, I myself worked on some of the original XML, HTML standards and protocols, back in the 90s IBM research in the early 90s. And back then it was about creating markets, making it easier for people to use technology and feeling comfortable in adopting technology. And I think we all, we of industry ended up in a better place because of it. That's what we're trying to do in cloud. So what we're thinking about is a open cloud architecture, whether you look at the hardware, the software defined environments, the infrastructure layer, the platform layer, how you build applications, right? How you interact from the user experience in, right? When you build an application for a mobile device, should it be cross-device? How easy it is to create that? Just to have levels of interoperability at each one of those layers, but also vertically across that chain. What we're doing in OpenStack and a lot of the work that we're doing around OpenStack and supportive OpenStack is enabling that. Let me just give you a concrete. I don't want to get too nerdy here, but let me just give you a concrete. It's okay, it's a cube. We get nerdy here, yeah. Go down the geek weeds, help around. All right, we're going there. So imagine you have an application, developing an application in a polyglot way using many different runtime. And you want to say, look, I need to have a certain amount of, say network bandwidth for this application because it's a high priority application. You want to be able to have an application developer, specify that, okay? And then have that honored by the infrastructure and some type of policy. And then have that honored by a network infrastructure, going through the nuke-tron into a software-defined environment. How do you do that? That's kind of where we're starting to take all this stuff as an industry. If you do each one of these layers in an open way, you've got to hope and a prayer of doing that. It's frankly, if you're a vendor, IBM or anyone else, and you're not building on these open technologies across this architecture, you will be out-innovated by what's happening here at this conference and other conferences like it. And that's the way we view it. And that's what we've been trying to do, very systematically. If you look at what we're doing, I think one of the latest additions to the rock band that is something called Cloud Foundry, which is a great community for doing polyglot platform as a service. A lot of the original members who, Rackspace included, right, who started kind of this open stack movement are looking to do the same thing for platform and bringing these worlds together. That's really a very promising and growing community with the same kind of field. Dedication to the user, input from the users, community, very positive way of interacting in a meritocracy. When we started contributing in OpenStack, IBM, you know, we started with zero contributors, right? We started the foundation. We had nothing. We had to build our reputation. You go from Essex back in 2011, 2012 to now with Icehouse, right? IBM has hundreds of contributors, hundreds of over 500, so developers working it. We're in the top three in code contributions. We earned our permission by adding value. And that's how strong communities, well, do you know what the number one contributor is who the number one contributor to OpenStack is? It's the individual user. It's the individual contributor. It is not a vendor. And that is a sign of a healthy community. As an aggregate, not one person. Yes, it is. The individual. Mr. Individual out there, you're doing a good job. Yeah, kind of like the other categories. They catch all the individuals, but are those mostly users or does that doesn't count like the little startups that have? They're developers, but they're kind of folks who aren't in, say, a major company or don't count themselves as part of a major company. They're people who are contributing because they love it and that's what they do. It's part of who they are. Look, as a developer, right? You want to buff your resume, right? How do you buff your resume? Well, you become a leader in a community and an active community, right? There's nothing more important to folks who are hiring now today, being part of this ecosystem, this IT renaissance. I mean, you're out in the valley. You know it. You feel it. You feel the IT renaissance that's occurring. Well, the bubbles, I'll just put it plainly because I can say I don't work at IBM so I won't get fired. The bubble's bursting on the consumer side. We're not bubbled. It's froth is getting trimmed off the top. WhatsApp kind of set that table there. But the enterprise is a hard business. I mean, it's not, it's good business if you can pull it off, but it's the box pulled back from their IPO. You can't manufacture momentum in the enterprise. So there are some real, real smart people working on developing for the enterprise and cloud is that engine, right?  So, you know, with that, what are you seeing for development in open? How does open source become industrial grade or enterprise grade? Yeah, so there is a consistent democratization of technology. Certainly since the advent of the internet and kind of when things became much more visible from a software perspective, more and more innovation is happening in the open. So what you want to be able to do is inspire and bring and build skill around open technology. Then what happens is you take that technology into the enterprise and you face use cases, you face realities that perhaps you had not thought about in the open world that needs to be dealt with, okay? That's where companies come and add value to open technology, to make it easier to deal with existing systems with a variety of different networking switches and devices or a whole bunch of storage areas or certain performance characteristics. And that's kind of how folks are, how a lot of the companies, small and large, are adding value. And all they're really doing is adding fuel to the fire because it is about speed, okay? In the case of OpenStack, it is about speed of how quickly can you create your cloud, manage a heterogeneity of clouds within your environment. And that's kind of what's going on here. So Angel, IBM has huge history with open source. A lot of the companies that we look at, there's a couple of questions, is are you committed to open source and are you actively contributed to community? From an IBM standpoint, it's pretty straightforward. I mean, so many announcements now, we're putting a billion dollars towards something. I think back to the Linux billion dollars was really set the bar out there. Matter of fact, John said, we really need 10 billion to be the new billion from all the money that's flowing into cloud these days. If I look at OpenStack though, one of the debates we've been having is do we need really some strong leaders to step forth? Or can the community help moderate it? There's the technical board and the various boards that operate that. Is IBM just there to make sure that the community does things and everything stays open? Or what is IBM's leadership position in the OpenStack community? All right, so two questions. So let me just parse them. My one is around do we need strong leaders in OpenStack? And then also what is IBM's position or leadership in the community? Let me start off with the first one. I think we've got some pretty good strong leadership with Jonathan and the team that we have and the project leaders that have been elected by the community with an OpenStack to guide us technically. We've been really fortunate from the beginning and I think that system works, that's the OpenStack way, that's where it goes. Now, where we continue to get more leadership from and will always strive to get more is on end users. When you hear the folks stand up on stage this morning and talk about the Disney's and Wells Fargo's and what are all these folks who stand up on stage here and talk about how they're using, that is where we want more leadership to come from. From the end users to get deeply ingrained in this technology and explain and educate the development community what we need to do and educate Jonathan and the project leaders and so forth. Now, from a board perspective and what we're doing there and in particular IBM, we're involved here for several reasons. One, we are generally trying to accelerate the cloud market, right? We want the market to grow and the faster the cloud market grows, the faster we grow, the faster our clients do more. You do that by being open, by creating open technologies. We use OpenStack in our products. So whenever we need to improve something because working with our clients, there are use cases, things they need to do, we do those in the open. There's lots of areas in OpenStack whether you look at, if you look at the compute features about 15% of the compute features came from IBM or stuff that we did with clients, right? So we will contribute back into the community, provide leadership just because it results that our guys are doing so much work. They get elected into a position of leadership and then we bring that back into our products and that's the degree how we see it. We're not looking to take over or do anything. We're doing what we do, right? So, Angel, you talk about OpenStack getting into your products. Can you give us some specifics on that? Obviously you've got the software acquisition and OpenStack can sit on top of that. We actually dug in with some of your folks on theCUBE, I think talking about how software didn't start as OpenStack being one of the major offerings there but now it's definitely more along that line. Yeah, so IBM provides OpenStack technology in a variety of ways. Clients can start with an on-premise, what we call our smart cloud foundation offering which is OpenStack-based allows them to deal with setting up private clouds, dealing with orchestrating across cloud environments which is I think really, really important. You look at the ability to do DevOps and the ability to do sustainable and repeatable private cloud implementations. We've got, of course, software where you can stand up and put OpenStack on top of software. We also have our integrated systems which is our pure family which combines software and hardware optimized for certain kinds of workloads which also has OpenStack inside and then there is the combination of all those, right? The ability to burst based on your needs. If you have an optimized workload, you can burst from your private cloud to a pure systems or if you need more capacity, it becomes easy to burst an image from on-premise to our software and so forth. So that's kind of how we use the OpenStack technology. We've got services and practitioners all around this helping our clients be successful but it doesn't stop there, right? You know, the level of bursting that people think about is the virtual machine or the image, right? But what about the workload on the image? Well, we're doing work in the HEAP project and this thing called TOSCA which defines an abstract notion of a workload to allow you to have the application partitioned at a more fine-grained level or at the application layer where we're doing some cool stuff with Cloud Foundry to allow the application to be tiered in a natural kind of way. So that's kind of where we're headed and that's how we use it today in our products. So I got to ask you about the trend on the crowd chat. The number one conversation with the most votes is the 108 votes. It's not the NFL draft? My question was, we had to watch the Brewers game tonight but the question, OpenStack needs to make containers first-class citizens. Any arguments against this? Very heated thread, a lot of comments. Obviously, the Red Hat Summit containers were all the rage. Docker is getting a lot of traction right now. People are developing to Docker. We have an engagement container with a crowd chat that's our technology for the engagement data. Containers are the rage, but they're nothing. Nothing we haven't seen before. We've seen containers, we've seen wrappers, we've seen all kinds of things to make things compatible. What is going on with containers in your mind and are you happy with the development of that and is there a role in OpenStack and is it going to play well with what you guys are doing? Yeah, you know, there's a couple of recipes that make a good community and a good ecosystem. One is technology. Perhaps equally important is community. And by the way, OpenStack had that even before the foundation, right? If you look something like Docker, they have that. They got some good technology and they've got a really strong ecosystem growing, just exponentially. If you look at it recently, the Docker guys had a press release where they are talking about creating an advisory board and moving towards a truly open governance model. Not all open source projects are equal. You want to have a truly open model like the OpenStack way. So in fact, I think I'd be prior to quote to that press release saying this is a good thing. So I think that containers are good. There are several ways of integrating containers, right? It's all in the eye of the holder. It's what is your exactly containing, right? And I think the community will sort that out. But you know, at one level, you can imagine compute orchestrating containers just like it does an image. You could imagine an isomorphism between a container and a hot defined template. I think the community kind of sort out where that fits. But I think it could fit in both places or in other places and there's nothing wrong with containers. What's the answer? The answer is going to be where the users tell us. Okay, so we'll see. So I asked Pat Gelsinger, CEO of VMware at EMC World, what he thought of containers.  So containers are around, well, so we'll see. So you basically saying is Docker's got some legs, they got a community, healthy communities have alternatives. They have conversations and propose things. It all depends on what you're trying to do. One of the beautiful things with containers is the utilization of CPU.  Getting great utilization on that particular thing. That's kind of hard to do at the VM layer. So it really depends what you're trying to accomplish. So I asked a question because one of the things in the middle of the thread was on the first class system question of containers is direct quote, I would say it will take a push by IBM before Docker gets any closer to being a first class listen on Cloud Foundry.  I mean, you have clients moving around, 50 years celebrating the main frame. So you have clients, you see you guys will move fast on that. So I get that. The question I have for you is Cloud Foundry. What about Cloud Foundry that made that compelling for you guys? Can you comment on that? Is there any insight you can share? Oh yeah, yeah. I mean, it was very similar to the feeling that we had when we kind of started to get to know the rack space guys, right? Who were doing OpenStack early on. Great technology. Cloud Foundry is lock and step with how application developers are building stuff today, right? They are living in a polyclot world. In other words, they use the tool that fits what they're trying to build. They wanna mix a Ruby, a Java, whatever to build an application. They wanna have the right tool to do what they're trying to accomplish. That was very attractive. Then you add to that a growing and positive community. Those are the two aspects of what makes something special. So we got together with the pivotal guys with essentially the same cast of characters that help for the most part kind of create an OpenStack foundation. We announced that we're gonna be working on a Cloud Foundry foundation. All right, let's talk about performance. So we had Ubuntu founder on Mark Shulaworth and he's the home of performance labs. Tell us about what you guys look at. What makes good performance? How do you guys measure that? Talk about what you guys are doing. On performance. When you kind of go and you move from a small deployment to a real large scale deployment, that needs to handle massive amounts of transaction, raised massive amounts of data, right? There are lots of things you need to start taking into account around the network, around say storage prioritization. We just announced today something called Elastic Storage, which allows you to use Swift, for example, or Cinder and optimize the storage based on the workload, right? If it's really important, you put it on a flash. It's all separate from the user. If it's something that you can, you need to have lots of information, but not that it acts as a put it on tape, right? Tape still exists, all over the place, right? So that is the kind of thing. But tape was supposed to be dead a long time ago. No, that's dead. There's a lot of stuff going on. And bringing, bridging those rules together and having the right storage for what you need is real important. So that is what we talk about when we talk about scale. It is allowing our clients who are doing massively transactional, massively performance systems to be able to use OpenStack. And we tune all aspects of this architecture to allow that. Talk about for the CIOs out there that were evaluating OpenStack. What's your advice to them? Give them an update on what, from your perspective, where is OpenStack at right now? Viable, crossing the chasm, getting ready to cross the chasm. What's your take? Yeah, so I don't know. I think what we were talking, I was thinking about a picture and I don't know. I think it's, I don't know if it's good to be on the side of the chasm. So it's certainly viable. I think that if you're new to OpenStack, you're not alone. The way to get started is to get engaged in the community, look at the user stories and engage the community and how to get started. Look at the vendors that have OpenStack offerings. IBM, who love your business, but guess what? There's a lot of others and that's the beauty of what we're doing. It's not a single, you're not going to get locked in, right? You have a growing set of OpenStack skills. It's not like a vendor where you can only have one skill base to source from. So look at what others have done and get started and clearly define your use case. So let's talk about the, what's going on inside IBM. Give the folks a feel for the change internally. I know you guys have been doing OpenStack for a while. We talked about it on the intro segment here. But what's going on internally? What are you guys doing specifically? Obviously the company's rallied behind it. Take that hill, there's a comment I saw on CrowdChat. Management's aligned. Messaging's tight. It's like when you walk in a Nordstrom and you see everything on the rack. I want mannequins dressed up beautifully. It's hangs together. The story of IBM is hanging together pretty well. You go to Nordstroms? I go to Gap. Gotta get dressed up. Being channeled and all. Actually my wife goes there and takes the kids. But seriously, so you got a good story hanging together. But now internally Open is an opportunity. The more you share, the more powerful you become. That is the credo of this world. What are you guys changing internally? The middleware layer? Is it philosophy, new programs? What's going on? So I get that question asked a lot. The open source and open technology is inherent in the fabric of who we are as a company. Look at most of IBM's software offerings. They have open source technology in it. Our web application servers, our data, everything has open source technology in it. We participate in actively across many, many different communities. So there isn't anything different we are doing here. But I can tell you one thing we are doing is being very vocal and trying to get others to participate. So one of the things HP has done in their past is when SCO Unix was around, remember those days, they indemnified their customers around Linux and SCO. There's a lawsuit pending. We've done that for years. So are you going to do what HP is doing now and indemnify your customers around some of the licensing issues around open source? HP just announced. We've done that for years in our technologies. This is not new business. So you have that? Yes. You indemnify your customers with cloud. With our offerings, yes, absolutely. Okay, so they're matching you then? Pretty much. Okay, we'll hear from them. Nothing new here. Nothing new. I mean, this is how we have been, if you go back to how we started Apache and what we've done around making sure that we use our portfolio, our industrial property, to protect the open source community across from acts of aggression, right? That's what we do. We've been protecting the open communities. We protect these open communities. That's how we do our stuff. So Angel, if we say everybody's almost heading to table stakes on some of these. If it's open source and we're contributing to all the different things, how do you differentiate in open source? I've heard from other IBM for it's all about execution. From your standpoint, how does IBM differentiate its offer? Well, look, vision without execution is hallucination. So it is all about execution, but we just had discussion on performance, right? Scale. We had a proportion about time to value. We talked about speed, right? These are the things. There's gonna be a constant democratization of technology. These are the places where we, because of our experience, our years in the software business, kind of being number one middleware vendors to our clients, right? We are able to take those experiences and take OpenStack and make it fit in the context of what our clients are trying to do, okay? And that's how we build our offerings with OpenStack Inside to do that. And that's the value add, frankly, that our clients expect and appreciate. And so that's our secret sauce. Angel, thanks for coming on theCUBE. We really appreciate you mentioning the old days. I remember John Patrick and I, you were friends, even though John ride his motorcycle around these days.  It was viewed as a toy internally initially. Remember back in the 90s, talking to some of the folks at IBM. Now the web thing answers for kids playing in the basement.  And look what that's turned into. Same with the clouds. Certainly social media is the same way you guys are looking at social business as a big driver.  Why is this point in time so important in the industry?  Explain in your own words, why here at this point in time in this technology era is it so awesome and so changing? Well when you look at what our business folks are trying to do, right? Our clients are business folks. They're trying to use mobile, social, big data analytics, all this stuff to do more for their clients, to do better, to better compete. This is all greatness. But guess what? You know, doing analytics requires compute power. Increasing the internet of things requires compute power. If you don't have a successful elastic cloud infrastructure, all of those markets will fail. So I think that to the degree that we as an industry are successful with cloud, in particular with an open cloud, all of these other very tightly-knit adjacent technologies, frankly, are going to improve our lives and improve what our business folks can do will be successful or not a success. So if that's an inflection point, let's call it an inflection point. If it's not, it's really darn important. It's something going on, tectonic shift, certainly accelerating the value. You guys have a lot of muscle in the market, big player in the business, and have a lot of investment going on in the area. So again, accelerating the greatness of the cloud will certainly accelerate the opportunities and the wealth creation. Everything's being disrupted. The money is on the table and the winners will take all in a lot of different segments. So I totally agree with you. Cloud is certainly the engine of innovation. This is the cue. We're doing our part in sharing that innovation with you. We'll be right back with our next guest live in Atlanta for the OpenStack Summit. I'm John Furrier with Stu Miniman. We'll be right back. Thank you.


All right Welcome to the stream. We're on our new early slot. I have to pack soon for I am going to Spain tomorrow. Hey Lilani. Lilani is also going to Spain tomorrow. I Wonder if he'll be on the same plane Of course we will Because we are sitting together It's gonna be nice. Let's see Yes, she's all packed Whereas I Was at work, so I haven't packed yet, but I'm also more of a lazy programmer I do everything just in time It's just different evaluation strategies, you know Anyway, let's see what day 14 is all about Parabolic reflector dish. Okay It's a large mountain and small mirrors No energy for the lava, okay, there's a lever system ropes and pulleys large metal platform Weight of a rocks you forms a platform In the shape of the platform corals with a drop move and ultimately focus Yeah, okay So in short if you move the rocks you can focus the ditch the platform can control a panel side Let you tilt in one of the four directions The rounder rocks for zero will roll when the problem is tilted. Look you should also base The position of the only anti-spacing rocks was my input Okay, let's just paste that right away. Let's get started with a party. I think I'm trying to go a bit fast today Well, that's good with all of y'all Let me see I wonder if I can do file example How's everyone doing today? How is Lil Lanny doing today? my biggest fan No response Or maybe she's typing a long message. We don't know Chat doesn't have typing message Let's say These are three kinds of things. I think we did that indeed. Well Do do do do do do do let's just copy paste This Doing good. It's good Doing good. Maybe you're doing well, okay Let's see. This is a No, all right. Let me just see what it's supposed to be. It's supposed to be a rock Round rock Round, okay see round To entry dot hash oh Round and it's just a list of list of entries. This is map ours row That's actually just to map map to entry where Let's now Main is equal to do read file Example into Day 14 GTO Day 14.HS The day 14.HS. Oh day 14, and it did work. It seems Mm-hmm. I didn't do lines. I didn't even parse it and say Let's just name is Mars actually. Okay, we got the lines Okay, you're not the position of all the other spaces and rocks. Okay start by tail-thing the level or lever So all the rocks will slide north as far as they will go Let's get the possible input Well, it's kind of big say say You notice that the support beams along the north side of the platform are damaged total load The number of rows from the rock to the south of the pitch of the platform including the row the rock is on Okay So let's do a count load entry to load into it Count load equals map Where num rocks is equal to length thought filter Is equal to map rocks entries and then We are going to sip Length entries to one sip with And then we're gonna do and right times and And then we do some let me just see now, okay Of course, this is not We haven't done the tilting yet, but we are gonna just see how it works Map and print parse a print.com I think this is your problem. Let me see G8 CI 10 to 170, okay 10 9 This one works. So we just need to do length entries length and then lengths Entries minus one and this one will work. I think Askal is clever like that. Not bad, huh? Okay, so we count the load now we want to write the tilt function and What I'm gonna guess is that we tilt and then we tilt another direction But we actually only need to we only need to tilt in One direction at once I think What I'm gonna do is I'm gonna always tilt down and then just have this be like this Okay So we will actually we'll just reverse it Okay Okay, and the numbers is same because I reversed and I also reversed it. What so let's see Tilt Takes in the list of list of entries And returns the list of entries, okay Now tilt of the empty list Actually, so we're gonna tilt x y axis That's gonna be something But the tilt of anything else is just gonna be exit. So if we tilt one nothing happens if we tilt two And nothing happens So let's see where so we are going to Okay, so this will tilt one step at a time Let's see Tilt one x comma y x comma y Is equal to okay Okay, so let's just write it like this So if as I access the one that's above So if There's nothing there Then it's just gonna be okay if it's tilt Same with this It's gonna be Let me see here Okay Sorry to tilt of this is gonna be like that Tilt of hashtag It's gonna be a hashtag. So it's actually Let's just say that the tilt of x y is gonna be That's just the default case and default case is nothing happens now tilt one of Okay, we have the round thing now if we have a Hash then the Then it's just gonna be oh and hash They were not gonna do anything as well Tilt one. Okay, so it's really that's also this case But tilt one of dot Of oh and dot this is not gonna be Sorry, it's actually round and dot then hash Okay, round and dot and then the new x is Going to be No, if it's so x and y it's dot around around and out that a new x is gonna be dot and the new y is gonna be round Okay Now if it's a tilt one Okay, so it's just gonna be like this. Now, let's see So x prime y prime Is equal to unsip Uncurry tilt one Sip X Y So this will tilt one step and then we are gonna say tilt This is gonna be x prime And then tilt one y prime axis No tilt My prime axis Okay, I think this will work. Now, let's see Okay, and now we're working with this example Let's just print it again And then we print Tilt, okay, let's see put sterling Mm-hmm Okay, we seem to have gone Where it went quite far actually. Okay, so let me see here There's a function called so we just take the fix point of this This is gonna be bad, but okay fix Okay, this one doesn't we can't just call fix directly. So we just need to kind of manually do it big X prime it's gonna take in CQ a a and then function from a to a And then a and it's gonna return an a fix point fix point a F a is equal to if a case F So we need to be careful here glad a prime is equal to F a if in if a prime is equal to a a prime else fix point f a prime Mm-hmm So I'm just a fixed point tilt and let's say Where's that and is this the same? So round round round that's hash round Yes, round round dot dot Yes, and then round round dot dot round Okay, it seems to have worked and Count load And then count print of course, let's see 136 yes, that's exactly what we wanted for the example. Now, let's see This works on the input Part one is equal to Count load over fix point tilt Over reverse of bars of lines No, let's remove the lines We're gonna get a list of strings here Part one Okay Seems a reasonable Okay part one done Doing good so far. Let's see what we have to do. I'm supposed we have to You need to move the rocks to the edges of this platform importantly, but now it's been labeled spin Each cycle tilts apart from four times of the round rock for all north and west and south and east Okay, I'm gonna guess there's gonna be some loop there Well, that's it. If there's a loop we just memoize Let me see So this was to go Okay, so Part two is equal to okay, so We're gonna be Stairs we're gonna see where ease is equal to Reverse top ours Stairs, okay, so to go so we go north So that's actually so we're gonna go let's see so we want one cycle. So, okay, we do Fix point tilt Yes, okay, this is one and then we want it to go To roll west so to roll west And let me see You just see what this is Map them, okay, now I'm going to we're going to transpose and we are going to What is the problem here now have I fixed my tilt works, okay Transpose is not defined. Okay import data list So I transposed it Let's see So everything and then we transposed it and now so everything went North and then so if north is down then the west is too So we will reverse it Let's see. So This hash here It should be We just reverse it again. Okay reverse We just got to get the directions correct. Okay It always goes down I need these lines, okay, so it starts like this and now Okay, then we transposed it so now they're all So now Yeah, now west has become down, right? Okay So we fixed point tilt, okay, this is this is north then we do Let's post three verse And a fixed point tilt Mm-hmm Okay, so we let's do here reverse parts No, we don't want Okay, so one let's do a rod is equal to it's gonna be a Cycle and then we're just gonna say here. So we do a north and then we do This is west and And Then south then we transpose and reverse again and Then we do East Let's just see and what it happens to be after one cycle Print part two Dot lines Okay, when I the map is The map is not correct I think we needed one more for the map transpose thought reverse north west East And then maybe one reverse No, okay, so it's correct now because we'd always do it We get to go down, but we just need to reverse again here. Okay. Now the map looks the same But the cycles are wrong We're getting there slowly, but surely let's see after one cycle Maybe I need to do part one first also. I mean so they all slid to the west, right? They all sleep to the West, but they should have slid to the east. Let me see Mm-hmm. Mm-hmm. I do it once. They should all slide north Okay, and they all slid north Now I want all of them to slide west. I just want this one to go here, right? transpose dot reverse West is down, right? Let's remove these other ones here So we have this one Okay, so they all slid up And now I want west to be up. I want west to be down. Let me see So west is the one, yeah, okay, so the west is down, right? So these hashtag hashtag are here. So it's down now And then I want to slide all of them down. They do not all slid. They all slid up Mm-hmm. I think I might be messing this up a bit too much and Let's just make the let's just parse the strings, okay Let's not even do anything Mm-hmm, and I'm also reversing here God damn it. Okay, this one is correct And now if I do fixed point tilt here, everything slides down Right Yeah, everything slid down. Okay, so we have to do Dot reverse I fixed my tilt Okay And then we just reverse again To get That everything slid up, okay north Now we want to do What are you gonna do? Transpose Transpose dot, okay, and then let's see fixed point tilt Tilt dot tilt And now everything slid East right Okay, so we do Reverse here And then we transpose and tilt and then we reverse again, and then everything slid East That's because we're reversing twice So if we just don't reverse Everything should slide east, right? Now west. I'm gonna need to reverse again at the end Get confused with all these reverses and transposes reverse dot fixed point. Okay Okay, so I transpose and then after that I take the reverse and remove anything down and then reverse And then transpose Okay, then everything is slid West Okay Now I want everything to slide south. So I just do West then I just do fixed point tilt and then everything slid south And then I do east we had to just do Transpose dot fixed point tilt Tilt dot transpose Okay, and this one should be the same as on the one here Okay So that's one cycle and then we want to say who go HRH and then we're gonna do map and map and map and print on Take four We say L Into Sure, and then He's gonna take four and see what four cycles look like. Okay, so like that's a that's one cycle outside zero cycles and then Mm-hmm. I got this after zero The one cycle two cycles is correct Zero cycles one cycle is correct Zero one cycle. This is two cycles Got a hitch in the music there. Let me see. Okay, so that's correct for the So So, let me just say we cannot do this crazy thing Let's you see so this is after a billion cycles. Yeah, how big is this number given? This is a lot of cycles Cycles is an integer. Let's see and let's see if there's a loop So we're just gonna check for the find the loop it's probably gonna be a loop go And we're gonna have set dot scene set that empty Let's import data dot set Qualified Set and let's just say and go Go scene and Yes is equal to now if Yes Set dot member Scene then and Else go scene so Yes Might be off by one here something like that set touch and search Seen Cycle Probably needs to be like this scene. Oh my god And okay, and we're gonna bang this we're gonna bang that And we're gonna say one here We're gonna need bang patterns or this Gdc 2021 For qualified data that set as a set and I think I just Screwed up the order here set dot member go takes in a set set dot set of Entry and integer and list a list of entries and returns an integer Yes Okay. Yep It was like that Now let's say find the loop Let me see. So we start at Go Set that empty zero. Yes. Let's see Probably gonna be some loop Can't believe it's not a loop. It loops after 10 Wow, not bad. Okay, and Let's just confirm that by saying Interate Cycle yes, we'll say that this is Yes, this is just gonna be Take 20 Couldn't match type. Okay, but the loop might not be the The loop might not of course not be the Like it's not it's gonna loop after a bit but not it might not be the one Let's make this map to int now if This case a map Yes seen map yes Just and prime Go map dot in search Seen Plus one Cycle yes Then map Report the strict map Okay, what doesn't it like here? And I need to provide the value here So map dot in search Yes And go and map dot empty Zero yes Okay, so three it loops You know, what's the length of the loop? So number 10 is the same as number three Loop so LS L People go map dot empty zero yes Now we're gonna say it's is equal to iterate Cycle yes And I'm gonna say LS so let's see It's LS Is equal to it's Lr is that correct? So the the one at number three is equal to the num 1 and number 10 and It's LS is equal to it's Lr plus Lr Lr minus LS so Okay, so LS Lr Lr plus Lr minus LS so every So every after the third Every seventh is the same Okay, and So now we can just do Sykes can Sykes be Can Sykes be an integer? Let's see now. Let's see what is Sykes minus three modulo Lr minus LS I Think we need to do From integral here. What is this Sykes? No, okay, I think maybe it's okay Let's first say a Sykes minus three Yes, we're not getting like some overflow ever. Okay, Sykes minus three is So module three so it's the third one So let's Say here It's bang three plus Countload 134 Really? Okay, I think it's gonna be this So we start at three and then it's module o three So I think it's like this Let's just say 134 oh It's too low Wait This was running on the example Which makes sense because it was quite fast, let's see Okay part two, yeah, I also thought it was a very low And this is should be it's so this is LS Let's let's write this a bit better. Let's say LS LR I just want to make sure that we are getting the crude thing Okay, we fell input part one I'm gonna refile and put into part two wait Example we should probably we probably get it for the example, right? And the above example after one billion cycles a total in the north support beam is 64 but we also had to Reverse let's make it work for the example first We forgot to reverse Count load because it's it's counting the one on the yeah, okay on the It counts the load on the south beam because you were trying to be too clever, so here it says 64, right? Now let's do it Input Okay, it seems like the cycle is a lot longer Okay 160 let's just See if we're correct. No That's not the right answer answer is too low Ah This needs to be Sykes minus LS. Sorry. I Was still using three there. No, I'm just going to bail out But look we I think we did it in Actually in 19 seconds, but We didn't have to simulate so much of the thing Let me see Okay, this one might work. All right J-14 done quite a nicely There's some modular arithmetic. We kind of figured out that it was gonna be a loop It was nice. We could have also Ran it like a trillion times, right with a Memo is in the cycles function and just say okay, but this is a lot easier, right? So after you've gone 81 Then it loops every hundred and sixteenth time. So then we just It also the trick was also to get as we go from to the start of the loop and then we count how many times After that like it looks like so where in the loop we are in the end and then just works out All right, we did part one and two in one hour 15 minutes We're gonna let that slide today We are gonna do a very early stream tomorrow like a morning stream, but I Think it's part one still Correct Just before I don't want to commit anything. That's incorrect. Hey one zero eight, then yeah, it's correct Okay Okay, so yeah, we're gonna do a early stream tomorrow At maybe nine in the morning because I'm leaving in the afternoon I'll be gone So I'll be gone Saturday, but I'll be back on Sunday, and I'm gonna hope to stream again on Sunday So we'll and then we'll be one day behind we don't catch up soon Hopefully if I manage to finish tomorrow Early, but I'm gonna give it like an hour or two tomorrow. We'll see but okay. Thanks for Tuning in I see you tomorrow on a different time That's it all right. Bye. Bye


Adventures by Morse. Carlton E. Morse presents Dead Men Proud, featuring Captain Friday. If you like high adventure, come with me. If you like the stealth of intrigue, come with me. If you like blood and thunder, come with me. In the tiny coast village of Holman, death stalked everywhere with grinning lipless gums and outstretched claws. Dr. Jamie Croft had prevailed upon Captain Friday to permit him to spend a weekend at the Captain's summer cottage in Holman. They had no more than arrived on the scene when the heavy hand of death struck three times. Three deaths in a little seaside resort where death had been unknown for twenty years. Doc Sims had been found on the beach dead, apparently of natural causes. His rival for control of the village, Andrew Waters, was found hanged in his home. The village half-wit, young rich Hartley, was found with a bullet through his heart. Even in death these three have apparently become the most active citizens in Holman. They have been handcuffed, tied and locked in the village morgue, but to no avail. Captain Friday has been appointed village constable by the people of Holman. Yes, I've been made constable, all right, but the three dead men still prowl the streets of the town. There are some angles to the case that just don't seem to add up. Carmel and Andres Ruiz's cousins came here to visit their uncle Andrew Waters. A few hours after they talked with him, he was found hanged. Gail and Martin Stanley came to Holman to investigate the death of their uncle Doc Sims. There's a funny thing about that. They were notified of his death before he died. And about the only thing I've uncovered so far is that Andy Waters was masquerading under an assumed name. He and Doc Sims are, or were, brothers. The two rich men of Holman were feuding. Now they're both dead. It wouldn't be so bad if I could keep track of their bodies. I've tried everything. A few hours ago I locked all three in the refrigeration room of the morgue. Seems to me a frozen corpse should stay put, but even that didn't hold them. Captain Friday had very definitely locked the three prowling dead in the refrigeration room of the morgue. Several hours later, Dr. Croft heard a woman screaming in the night. So leaving the doctor and Martin Stanley with the two girls in his cottage, the captain set out with Andres to discover the trouble. Nothing was uncovered in the heavy black fog until suddenly there came a terrific explosion from the morgue. Quickly the two men dashed to the death house to discover that the door to the refrigeration room had been burst or blown open from the inside. Furthermore, the bodies of the three prowling dead were found outside the refrigeration room in positions indicating that they had made an attempt to escape, but had become suddenly inactive. Andres suddenly came upon a cord under the dead hand of Doc Sims, which ran along the floor to a far wall. He picked it up and jerked. There was a deafening explosion and the whole wall rose up and toppled in upon them. Andres! Andres, where are you? Are you hurt? Oh, Captain Fryder. What's the matter, fella? Oh, we... we are not dead then, senor? I'll say we're not. Game mighty near joining the prowling dead, though.  Look here, Andres, how are you feeling? Well, now I have got that big stone off my leg, I am all right. Nothing broken, huh? Well, if there is, I do not feel it. But, senor, how will we get out of this place? We are in this cellar and all the morgue has tumbled down on top of us. Yeah, I know. Just the same, there's a lot of fresh air coming in down here. We'll just have to scramble around and see if we can't find a hole to crawl out of. But are we not liable to bring more rock down on top of us? I guess we'll have to take that chance. Oh, I do not like these business. We'll go slow and feel our way. If we're careful, perhaps we won't dislodge anything. Well, I will follow close behind you, senor. Ah, here. Here's what I've been looking for. Right over my head. I'm pulled big enough to get my body through. Come on, Andres. Give me a boost. Well, is the edges solid? Yeah, part of the foundation. Ready? All right. Let me put my foot in your hand. All right. Now, then, I am ready. OK. We go. That's good. That's good. I'm all set. Now, then, I'll reach down and give you a hand.  No, you won't. I can brace myself. Well, very well, if you think so. Now, then, here's my hand. Well, I cannot find it in the dark. Swing your arms around. Oh, there, there. I find it. OK, now. Now, then, up, here comes the, oh. Grab something, Andres. I'm slipping. I have it. I have it. Ready to go on? See, all this is most terrible. All the time, I think we're starting to line slide down on us. All right, come on now. Be careful. Oh, I feel the fog. We must be very near out, eh? Yeah. It's a broken wall alongside of us. Is there a roof over us? I can't reach the top of the wall to tell.  Very well. Let me step in your hand. No, no, no. Put your back against the wall. Hm? Not like this? Uh-huh. Now then, link your hands together. And don't boost me too fast. You'll throw me over backwards. I will try. OK, let's go. All right, up you go. Higher. No, higher. There, I got my fingers on the top. It is high as I can lift. Now come on. Come on. I can help you a little. If I have this strength, that's well, I'm up. We'll get over this and we'll be out of it, I think. But, Tom, am I going to get over? Well, that's easy. I'll let my legs down. You grab a hold and climb right up. But that would pull you down. No, you won't. Come on. Well, if you wish. Hurry up. Hurry up, I can't hold you all day. I climb as fast as I can. Grab hold of the top. Pull yourself up. You got it? See. Oh. Senor, I never do these before. OK, ought to get down the other side. Well, if it is bad as going up, I think I will stay right here. Come on. You hang yourself over the outside of the wall like I did. I'll slide down your legs to the ground. Then I'll help you down. Well, if we only have a rope. Well, we haven't, so come on. Ready? Be sharp edges of wall cutting. Well, it'll only be for a minute. Here I go. Oh, Captain, look out, I'm slipping. Hang on, Andres, hang on. Oh. That was a swell thing to do. What? Captain, I could not help it. We made it anyway. You hurt? I skin my stomach, I think. Do it good. Anywhere we're outside, come on. We go somewhere else? Back to the cottage as fast as our legs will carry us. This is good. But, Captain Prydey, who would blow up a morgue? Whoever it is that would like to get rid of us. We'll see, but who is it? Funny thing, this is the first direct attempt to get rid of me before the attempts have only been made on you four. Well, maybe it was a mistake that you were caught in this trap. I got a hunch it wasn't a mistake at all. Here's the path across the lot. Is it not strange there is nobody around?  Not Holman's citizens. They're not much on going out on foggy nights for any reason. They'll wait until it gets light. Well, but the people at your cottage, McCos and Carmell and the Stanley. Yeah, and Dr. Croft. That is kind of funny. Still, the cottage is right on the ocean. Might have drowned out the sound of the explosion. Oh, I had not think of that. Hold it, Andres. What is it? Listen, it's funny. I thought I heard a motorboat. I hear nothing, senor. Neither do I now. There must have been a mistake, and yet, here we are. Got plenty of lights on in the cottage. Maybe the doctor thinks it's safer with the lights on.  See? I... Captain! The doctor! Luke, the doctor! Hey, what in thunder's been going on here? Dr. Croft, he is bound and gagged. Yeah, stand out of the way, Andres. Will you? Why don't I cut him loose? Well, his eyes are open. He's not dead. No, no, of course not. Wait till I get this gag out. There you are, doctor. Now, what happened? Captain! Captain Quick, go off to Mount and stand in his sister. Motor launch. Trying to escape. What's that? In heaven's name, honey. I'm all right. Andres, quick. We got business outside. Senor, senor, what is it this time? Stanley's gotten hold of a launch somewhere. I knew I heard a motorboat. But where is he going? I don't ask so many questions. Run faster. But where, senor? Where? Down to the wharf, of course. Here, down this way. Got a revolver? No, senor. I do not shoot very good. Yeah, well, young Stanley has. You think he will shoot? Oh, but, senor, his sister will not let him shoot us. Oh, yeah? Neymar Pig, you do not need this. Here, here's the wharf. But I do not hear any motorboats, senor. Now, wait a minute, wait a minute. You want to run off the end of the wharf into the ocean? Oh, I could not see where the wharf ended in this dark. Well, the launch is gone all right. But why would they take the motorboat? How do I know? Come on. We haven't got any time to wait for you. But if this is warped, why? Where are you going? Don't fall in. All the time, we run, run, run. Never do we get any planes. Go on back to the cottage, if you'd rather. No, no, no, senor, I stay by you. But my breath, it's not very good. We've got to make speed. See that old shed down the beach on the water's edge? See? That's the swellest little police motorboat launch you ever saw in there. Careful now. But you have said there is not launch here. Yeah, I don't tell everything, I know.  See? I am all right.  If I can help. Stand still or you'll break your neck. There. Oh, it is beautiful. See that chain hanging by the outer wall? See, senor? Go over there and haul away. It lifts the outer door. Very glad to do anything to help. I'll get the motor started. We'll be off in a jiffing. Come in, senor. Yeah? What did you expect? That's high enough, Andres. Come on and get in. See, senor? Oh, but it made big noise. All in. See? Here we go then. Oh, but this is big ocean. Where is it we were looking for at this other boat? All right, sissy. Neither Stanley nor his sister knows the Bay region. They're bound to head straight for San Francisco. They came over to Holman by boat and have a general idea of the direction of the city. Otherwise, they'll be lost, especially in this fog. But perhaps we will not be able to catch up with them.  Oh, well, I do not know very much about boats. You just hang on and I'll do the work. But I do not understand any of these business. Why should these two wish to escape from Holman? I can think of plenty of reasons. Could you please tell me what you want, maybe? Yeah. Bad consciences. You mean me, Stanley, have bad conscience? Why not? She wouldn't be the first female with one. Oh, no. No, senor, you are mistaken. Yeah, well, maybe you know. I never could get the straight of how a woman's conscience works. Sometimes it does, and most of the time it doesn't. But, senor, this girl, Stanley, she's very nice, senorita. She thinks to me, I... The captain, our engine is stopped. Be quiet. I cut it off. But why you do this?  Oh, oh, see. You wish to hear other motherboard, maybe, eh? Don't hear anything. We saw a big ship. No, you didn't. That was just a foghorn. Oh, I did not know. Senor! Senor Captain! Now what? Senor, what had become of Camel? She was also in your cottage. Huh? What did they do with Camel? Hit the tie up, Dr. Croft. What did they do with my little cousin? Oh, probably left her asleep in her room. Oh, no, no, I do not think so. Well, we can't worry about everything at once. We'll catch this pair of runaways with him. Well, I suppose they have harmed Camel. I suppose they have done terrible things to her. Cutting out, Andres. What's in yours? I cut it out, I say. Just letting your imagination run away with you.  Andres, get a hold of yourself. I do not care if Stanley is my own cousin. I will kill him. Dr. Jamie Croft, the weekend guest of Captain Friday, was found bound and gagged and tossed on a lounge in the captain's cottage. They ripped a gag from his mouth, and Dr. Croft gasped out the information that Gail and Martin Stanley were trying to escape from Holman by motor lawn. In their haste to recapture the standlies, neither Captain Friday nor Andres Ruiz thought of Carmel, alone in the cottage. Were she bound and gagged also? Or has she met up with a prowling dead? While Captain Friday and Andres Ruiz searched San Francisco Bay in the police launch, Andres threatens to hold Martin Stanley responsible for his cousin Carmel.  Take it easy, Andres. Where do we find Stanley? Oh, please, could you not make this boat go faster? The quicker I get my hands on these five feet. Down, Andres. I'm going to turn off the motor again. See, and I will listen with every bit, I'll be. I do not hear anything. Be quiet. Hey, did you hear it? Yeah, over in that direction. Take off for help. Recognize the voices? Sir, senor, it is them. A darn two minutes, them. Roll up front, Andres, and hang your ears out. Can't hear much back here at the wheel. Sir, senor, I will do good job. Can't be more than 50 yards from us. Blast this fog. Senor, senor, I lead it to the right. I hear them. Right, huh? How's that? See, not so fast, senor. OK. There, do you hear them? Yeah. See anything? Not yet, senor. Oh, see, see, there they are. They're drifting in boat. Drifting where? Oh, I see them.  Tell us then. Well, now isn't that generous. Grab hold as we drift alongside, Andres. See, senor. Thank you. We thought we were lost. All right, Miss Stanley, give me your hand. But it's Captain Friday. Say, how'd you get out here? Do as I tell you, Miss Stanley. Get into this boat. Yes, sir. Easy. Easy. There now. Sit down. OK. Now you, Stanley. I can get along without you. Give me your hand. All right. Hey, what are you doing? I want that gun you're carrying. I haven't got a gun. No? What's this in your hip pocket, then? Nothing. You won't need it anymore. Hey, what'd you throw out the ocean for? So it wouldn't go off and hurt somebody. Now sit down. Well, that's what I call it. Sit down. We had a right to leave home. Be quiet, Stanley. Andres, can you reach the launchers line?  We'll carry it to the back end of our craft and give it a turn around one of those hooks. We'll tow it back to Holman. Oh, do we have to go back there? That's right, Miss Stanley. Who did you steal this boat from? Oh, please. I never did a thing like this before in all my life. Ready, Andres? See, senor. Well, you admit stealing the boat, huh? We don't admit anything. Oh, Martin, please. Let's not try to carry this thing out. Let's tell Captain Friday how it happened. What good would that do? You tell me, senor Stanley, what you have done with my cousin, Carmel. What's it in you, Ruiz?  Well, what are you talking about, Andres? Carmel. It is Carmel who I talk about. What have you done with her? Well, we left her asleep at the cottage. You did not touch my cousin? Of course not. Why? Is she gone? I do not know.  You better find out what it's all about before you start getting homicidal. Well, you are very bad fellow to my cousins, senor Stanley. I'll go take a jump in the ocean. Please, Andres, Martin's upset. You just don't understand it. No, this I do not wish to do. I can tell you plain.  It's pretty plain that you did steal this boat. Yes. Yes, we stole it. Sissy, you crazy? Oh, Martin, I think it's right to tell the truth. I'm going to tell. Leave it to a girl. Well, we had no intention of running away. And until Dr. Croft told us there was a boat tied down at the dock. Yeah? How did he know? Well, after he'd gotten Carmella's sleep, he went out to get some fresh air. When he came back, he just remarked that there was a boat tied up at the dock. And yes, then what? Well, that gave us the idea of trying to get back to the city. It wasn't Gail's idea at all. It was all my doing. Oh, please, Martin. Well, it was my idea. I suggested it. And I kept after her until she agreed to go with me. But I didn't have to go. And she didn't know anything about me hitting Dr. Croft over the head and binding and gagging me. Martin, Stanley, you didn't do that. Yes, I did. Did it while you were in the bedroom getting your things together. Oh. But what I want to know is what you think you'd have accomplished if you had escaped. Police in the city have picked you up in a minute. Well, but we weren't trying to run away from the police. Oh, no. Really, we weren't.  Well, you're going back. Yes, I know. I'm sorry we attempted it now. Well, I'm not. I only wish that engine hadn't conked out. Say, where'd you get this boat, anyway? Just a little ace in the hole, Stanley. Your detectives made me sick. Yeah, they'll probably be a lot sicker of them before they're through with you. They can't do anything to me. I haven't done a thing. Well, we'll know more about that when we get back to the cottage. And that won't be very long now. There's the wharf right up ahead. Yandres, see Senor. Here, take these handcuffs. But Senor, take them and handcuff the two together. Oh, no, please. Senor, never. I will not put handcuffs on Miss Stanley. Oh, yeah? And suppose you handcuff yourself with Stanley there. I'm not taking any chances of losing him in this fog. Oh, but please, Martin won't run away, will you, Martin?  Either handcuff Stanley with his sister or do yourself. Well, to his sister I could not do at all. To me, if you wish, yes. That's OK with me. Here, Stanley, hold out your left arm. Sure. Put my fist on the end. Martin, why did you do that?  I will show you how good Spanish fellow can fight now!  I guess I will show you I'm not so bad a fighter, eh? Well, for gosh sakes, at least get off my stomach. You're breaking my back. Well, then, hold out your left arm for the handcuffs. There, there. That is good. Good boy, Andres.  Too bad it was dark. Got a more light, Andres? Sister-in-law, Captain. Great. Well, here we are. Now, now, stop crying, Stanley. Your brother had it coming. As soon as I pull up alongside, climb up that little ladder to the wharf. But it was all so unnecessary.    You're liable to fall in the ocean. No, but how are Stanley and I to climb up the ladder together? You go first, Andres. You can make it if you keep close enough together. Up you go. Oh, this is not kind of business I like. I'll just tie the launch to the dock here for the present. Little holder. She'll ride there till morning. You are coming, senor. Andres, I'm going to make you deputy constable uphold. No, no, no, senor. I do not wish it. Well, turn on a job with a title like that? Well, I think this is most deplorable business. It'd make everybody feel bad. All right, come along. I'll take your arm, Stanley. You might stumble in the dock. If you wish. You better take Stanley's arm, too, Andres. Keep you from stepping on each other in the dock. Leave my arm alone. See, I was only trying to be helpful. Or if you'd only understand, Captain Friday, that Martin and I really haven't done anything. I think you've done plenty. Well, you'll be plenty sorry for putting handcuffs on me. I can tell you that much. 10 to 1, you were thinking about making a break for it as soon as we landed. Supposing I was. I mean. Martin, you weren't. No, of course I wasn't. One good thing about Holman doesn't take any time to get from one place to another. There's the cottage. Please, I hope we find everything all right with Carmen. Oh, sure we will. Now, look, the doctor must have worked himself free. He's turned on more lights. Oh, I hope this is good sign. Well, it won't be long now before we know all about it. You've been saying that ever since we arrived, and we don't know anything about anything. You're some detective. Just enough of a detective to pick you up in the middle of San Francisco Bay, Stanley. Come on. Here we are. Andres, you and Stanley go in first. I'll follow with Miss Stanley. That you, Captain? Hmm. Got him, eh? Yeah, we got him. I say, Stanley, whatever possessed you to tie me up. I wouldn't have stood in your way if I'd known you were determined to go. The heck you wouldn't. You threatened to lock me up if I made a move to leave the house. Perhaps so, but you never entered my head. You'd be so savage about it. Dr. Croft, I'm terribly sorry that Martin. Oh, there, there now. I know the stress you young people have been under. Captain, where's Carmel? Well, isn't she here? Carmel? Then your doctor is not Carmel with you. With me? Why? See here, Carmel's room is empty. I thought you would take her with you. Carmel, she is gone. Well, something had happened to Carmel.  See here, doctor. She wasn't here when you got loose. Why? Captain, I- Quick, I want to see your room. You haven't touched anything, have you? I haven't laid my hands on a thing, Captain. Oh, Carmel.  Keep out of the room until I've made an examination. Lay back out into the hall. Stanley, if you had done anything with my cousin, you'd better tell me. Honestly, I haven't got your cousin, Andres. Jevenny, I'm not that kind of a guy. Well, somebody has. All right. Hi, doctor. Come here. What is it? What have you found? Look at these tracks. Somebody tramped across the wet sand, climbed into the window, and came in here beside the sleeping girl's bed. Oh, no. Do you recognize those tracks, doctor? I haven't say, Captain. No. Do you? Yes. Those are the same tracks made by Andrew Walters the night he buried Miss Stanley in the sand. Oh, no. No. My Carmel buried in the sand. Oh, no. Once more, the prowling dead have made an appearance at Captain Friday's cottage. The last time these sinister figures appeared, Gail Stanley was buried alive in the sand. Is that the fate of Carmel? Listen next week at this same time for the 10th and final episode of Dead Men Proul, titled The Prouling Dead Introduces Himself. The murderer is at last revealed by Captain Friday. You are listening to Adventures by Morse.


I'm into people using technology to create human-to-human experiences and expanding their network to find more information and more people to connect with and collaborate with for new content or to explore or inquire about old content. The question is, how do we ensure that we can provide this technology effectively? Because we don't want it to only belong to the elite and then power would be once again concentrated. We have to make sure that we can distribute this equity. I think this was actually a very good experience to have to see what other educators have to say and also think this is a discussion that we need to continue to have, especially including more students. So the question was asked, it gave an example of a, I believe, Microsoft product that had to be taken down. It was an AI chat bot because it quickly learned how to reproduce offensive posts in language. So the question asked about how AI is, how in education we need to be responsive to ensuring that these systemic inequalities are reflected in the technology. How do we do this was my take on it and so I think that as long as the big piece is we need to examine who is creating, right? Artificial intelligence tools and what biases they create to the table and understanding that since it is created by humans and we aren't equal that the systems too are going to be reflective of those biases that the programmers bring into them. The prompt was about artificial intelligence systems that are designed by corporations for user engagement. And the question was about can there be a system that promotes making more profit but also increases social good? And my comment was that it's this notion of having a win-win situation where you can make money while making the world a better place and I think that's a policy so that's kind of what I meant. Coming from a less of an educator standpoint and more of a future designer, I thought it interesting that this talk involved, I guess, primarily educators and I remember that the speaker mentioned a suggestion towards designers that said that perhaps designers should, when designing their systems should offer or consult a panel of educators therefore having it open to the table for both sides to agree. But then at the same time it's curious that when proposing that the whole meeting to which it's directed to educators there isn't as many designers present. I love Nicole Mira's work and it was really exciting to hear the discussion of critical civic empathy and how we can use digital tools to help students learn how to break those bubbles created by residential segregation, school segregation and really just as a way to foster empathy and create responsiveness.