Every time I try to humiliate myself by showing a lot of certifications that I have so that people can criticize me on how much money I have wasted on them. So I'm getting used to it and every time I want to show more and more of them, I think we saw a really humorous presentation today morning. But yeah, I have done it many times, so that's, yeah, it's just one way of learning. I don't believe in it either, so. Okay, let's start with the real topic about why scaling or one size doesn't fit all. How do we select scaling agile frameworks? All of you are here for the same purpose? Okay, thank God. All right, so moving on, isn't this the real question to the point, straight forward, which framework is good? Which is the best, probably, but common sense, which is very uncommon, but yes, any, yeah, so that's probably, this is what everybody is asking for. So the presented question is similar to this, maybe, do we have, can we buy shoes which are universal, anybody can wear it, just order it and for work? Or maybe clothes or shoes or take anything? Why do we have the t-shirt size option when we registered for the agile conference instead of planning for it? It wouldn't have been easy to just order a t-shirt size which will fit everybody, from a manufacturing point of view, it's very easy, right? How hard it is for the organizers to get the real data and hope that people will come and take the t-shirts exactly what they said on the registration form, is it easy? I think you are spot on. Even people have various definitions of what Excel means and large means and all, and this is where exactly I'm going to take you through. So one thing we all agree, right, that one size doesn't fit all, at least as of now, yeah, okay, so let's start questioning, so I have this shopping cart that we all can look into and see what shopping we can do, so there are a lot of frameworks out there for shopping. Any guesses? Less, safe, nexus, scrum alliance, is that really a scaling framework? Safe. Safe, yeah, I got safe and less. Lean. Lean, Spotify, okay, any other? DEAD. DEAD, okay, any other, okay, I'll give you some shopping cart list, now the thing is like Amazon and Flipkart and any other shopping cart, the new products keep coming into market, so you have a lot of options to choose from, right, so we have so many and don't ask me a definition of each one of them, but some are popular and some came and went away and some are still coming and so on, so safe, less, nexus, Spotify, a lot of debates on whether it's really a framework or a culture, can you really follow Spotify model, that, I think great session from Scott, scrum at scale, enterprise, scrum from Mike and then there are some lesser known frameworks out there, Slim which is scrum and lean in motion and we have another called Scare which is not opposite of safe, it means I think sustainable cultural agile for release in enterprises, sounds exciting, but fast agile, I don't know if there is any slow agile anywhere, but maybe if it is, and many more coming as such, I think while I was reading many of these, I thought why not come up with my own, though that also is a stolen idea because people have presented on DIY framework also, anybody knows DIY, do it yourself, so that option was also not open for me, so I came up with a new one called USA, USA and by the way it said nothing to do with politics, you know, that would be a really dangerous framework, looking at what is going on, so USA is universal scaling agile framework, but you know what, that will contradict to my topic, one size doesn't fit all, so let's back out from that plan, let's not go there, okay, as of now I don't have any idea whether such a framework can be created, but as agileist we should always challenge our own assumptions, right, so it's a journey, so we'll see, someday in future something may come up, so I think we have seen a lot of this already, this is a big picture from safe and so a big picture from less and there are so many and that is really not my objective to explain the frameworks, anybody had that expectation that I would talk about different frameworks, and I'm sorry, that was not the intent and because that will not help, because even if I do that I will just pass on my perspectives and what I think is good for you and I'll make decisions for you, which is not fair, right, agree with me, yeah, so what is value adding then, what do you think is the best way, the question is still the same, how to select scaling as a framework, or maybe something beyond that as well, but let's keep it simple for a while, okay, so let's go into that, so this is the last discussion on frameworks, we'll hand it here and then really get into basics, okay, and we'll start with stupid question for this audience, really, yeah, the question is stupid question for so many intelligent people in this room, but let's make it short, just one word, just shout out whatever comes to your mind when I say one, two, three, what is agile is the question, one, two, three, okay, quick value, adaptability, mindset, culture, feedback, these are the keywords that I heard, failurely, respond to change, yeah, so okay, so I think we got it, so I think everybody knows all the words, but what you said first was more important to you probably, because that is what comes to your mind when you ask for an instant reaction, right, another stupid question, what is scaling, what is it, sorry, increasing the dimension, okay, in what direction, could be horizontal, could be vertical, okay, moving the bar up, okay, again somewhere on the line of vertical scaling, taking along all, so take everybody along with you, on a larger scale, so whatever you are doing, do it 10 times or 20 times or so on, any other answer, replicate basically, whatever you are doing replicate, any other, flow, improve the flow, okay, to go beyond the limitations, okay, that's a different perspective, try one size for all, try, yeah, okay, let's put these two things together and now let's talk about what scaling agile means to you, now that's not a stupid question, it's really hard question, but that's what we are trying to solve, right, yeah, is that simple though, because if it was, we would have had a life which would be so simple, you know, because scaling agile means a lot of things to a lot of people, it is, and it's a combination, okay, whatever you are doing, you do it for 10 teams, 100 teams, that is also scaling, if you are doing a little bit of agility in some teams and you are trying to scale it beyond your functions from development to services to support to finance to HR, that's also scaling, if you are doing it in one business unit and you want to try it to different business units, that's also scaling, if you are doing it in your software division and you also want to try it out for your hardware, that's also scaling, isn't it? Any other combinations or thoughts that are coming to your mind, if I have not covered the thought that you had in mind, what scaling agile means, does that cover pretty much? Having the entire organization work towards the single goal. Having an entire organization to work towards single goal. Or vision. Or vision, alignment, yeah, so scaling agile means a lot of different things to different people, isn't it? So we don't have a single shared understanding of what scaling agile would mean to you, right? So your expectations are different, right? Okay, so let's take a step back now. Before we try to understand what scaling agile would mean to you, let's understand what all type of organizations are there out there. Okay, let's say first, how many organizations would be there on this planet? Millions, yeah? Right, so okay, so we cannot think about everything. Let's just condense all that to only people in this room. Let's say we have 50 people in this room. So let's talk about whatever comes to your mind. So all organizations are not the same, do you agree? Okay, so if you agree, then the next question is how would you differentiate one organization from another? So what comes to your mind? Size, what do you mean by size? Size of the organization in terms of what? Turn over is one factor. Industry, number of employees, practices, practices of, you mean the processes to deliver the output? Okay, core competencies, technical, functional, technical, okay? Services versus product? Nature of the work. Nature of the work? Culture, startups, enterprises, and what's in between? Small scale and medium scale, yeah? Anything else? Vision, okay? So vision would be different for each of the organization. So all are not going in the same direction. Anything else? What value they create? So everybody's creating a different value. So products are different, maybe. Solutions are different. Risk appetite of an organization is different. Customer base is different. What else is different? Leadership, okay? Yeah, USP of each organization is different. Strategy of each organization is different. Purpose of existence. Purpose of existence itself is different, yeah? Social cause, profit making, something different, yeah? All right, so there are lots of, lots of things. Let's compare. One thing that is, maybe close to many people's heart, hierarchy, or number of levels. So how many of us, you can raise your hand, how many of us have work in our organization where there are three levels between the entry level person and the CEO? Three or lesser, okay? One person? Seven, three to seven. Entry level to CEO? Okay, seven to 15, maybe?  At least I don't have data to prove anything which is good or bad, because there is a reason why these structures exist. So, and that's not the topic of the day as well. But isn't that a factor? Yeah? So if I say, this particular profile of organization where this framework was implemented and we had this success story where there is only this type of work done, so go and implement. Would you buy that? Will you buy that? Just because it is successful somewhere else. At least as of now. Would you buy that? No, right? Right, okay. So, I think we talked about most of them. Let's see if we missed out any levels, product services, small scale, large scale, distributed, co-located, the type of structures, matrix, functional, or what you call this red, orange, green and tail type of organizations and domains, healthcare, banking, insurance, blah blah blah, skills, technology, some are working on legacy systems, some are web technologies, yeah? Everybody's working on different profile, right? So, that is one of the reason why one size doesn't fit all. That is one of the problem we have, that we cannot just borrow something that is working at some place and just take it for granted that it will work. So, let's start from somewhere on how the decision making can be done. Does that make sense? Instead of just being into that problem situation that we don't know what to do, how to do, let's start step by step and see how we can make those decisions. Now, again, these are the experiences that I have collected by talking to some people from different profiles like we discussed, some people from service industry and product companies and enterprise level and across the different locations and people from different profiles and so on, but that doesn't mean that I know everything that is going out on this planet, agree? So, I'm going to give you something which is a starting point for you to think and we can build on it. Fair enough? Yeah, okay. So, first of all, why are you going for scaling agile framework, right? Every time before we start solving this problem, we should always question why are we solving this problem in the first place? Don't we have a more important problem to solve? So, definitely there must be a reason why you are trying to scale, right? And some of it we discussed. We may have challenges with scaling or rather growth, communication or complexity or the legacy that you are carrying. There are various reasons. I talked to one person, I was interviewing him on why you went for this and he said, because I'm a services person, coming from a services organization and nowadays the clients are asking that you have to run this project in this particular methodology and you need to have these many certified people on this framework, then only you can build for this project. Simple, straightforward. So, the reason is I'm going for this because that will give me my bread and butter. Anything wrong in that? No, because in that context we don't know, how can we make decision for that person? He only knows what is good or what is bad. And some product development company will say, we want to do it because we want to get awesome results by coordinating and scaling the success pattern. We tried in a small team, it worked really great. Now we want to amplify the results. That is why we want to go for scaling. Again a fair answer in that context. Yes, does that question make sense to you? Purpose is very important than anything else, right? So then the next questions are fair enough. Which framework we can use and you can go to that shopping cart or maybe there are some things in between and then you go to the shopping cart. So we will take a step by step approach. Where do we start the implementation? So if you are an enterprise of thousands of people, would you try a big bang approach or select a pilot program or a pilot business unit or a small 200 people, 300 people group which is, you know, you can call them guinea pig or you can call them, they are willing to accept changes as compared to the rest of the organization, whatever it is, yeah? So that is one strategy, right? Where do we start or how do we start the implementation? The next question that comes is tools. If I select this approach, do I need to buy additional tools or will my existing tool work with this approach? And you ask a question on top of it, do we really need tools? Because that question exists only even at a basic level. Does Scrum need a tool? P. Anybody has prescribed any particular tool? No, right? Even for product backlog, people say you can have it on a physical wall if you are co-located. Some people use just Excel or some kind of spreadsheet and some people use Rally and Jira and Virgin One and so on, right? So tools are needed or not or was the question at that level also. So similarly, can we scale our implementation with the existing tools or do I need to look for a compatible tool, I said? And any other organizational aspects, some of which we covered like culture and your organization structure, you are appetite for taking risk and maybe how much you are revealing to invest in making these decisions? Is that a factor? If something takes $1,000 versus $1 million, is that a factor? Yes? Like anything else, right? Like buying any other tool or maybe even buying chairs and your office furniture and everything else. Sometimes these are also the questions that you should ask if you are really making a decision. Let me ask you a question. How many of you are either decision makers or have an ability to reach out to the decision makers? Can you raise your hand? Okay, so quite a few in this room, right? And these people, let's assume that you are not the real decision maker, but you can definitely influence people. So we need to guide those decision makers to start asking these questions, right? Asking the right question is more important than finding a solution. That is where I am taking you through. Okay, so some more criterias that I have collected from talking to some people from various groups. Is it suitable for my type of organizing structure? If I have 11 to 15 level of hierarchy versus no roles, I think roles, roles is a big challenge because I did a dedicated session on role of managers in agile a few days back. And I could see that reaction for people. That is one of the point to make decisions. People want to see themself in that big picture somewhere. So they will first try to find out if I implement this framework, what will I become? And why is that? Braden Butcher, yeah? Safety, security, whatever it is. And what happens if they don't find a solution? Then how will your agile implementation go? Which path it will take? Success, failure, resistance at least? Yes? I need some response. It will have some resistance, right? So it's probably not feasible to define every role in every agile framework or on some sessions we have seen that why even define the roles? Why do we need roles at all and all that? So again, great ideas and great thoughts by so many people. What you have to do is that is the, this framework is taking me through this ideology but my organization is at this maturity level. So is that a best fit? If not, go for something else, makes sense? Yeah? So it's not necessary that we have, having roles is bad or not having roles is really good. It's all based on your context of, if you want to go for implementing any scale agile, then what are the options they are providing you? Other aspect is only software development or you're trying to look at scaling it in other areas. So we talked about horizontal scaling also. Anybody face challenge while implementing or replicating your success patterns across other functions outside of software development? Do you have functions outside of software development? We have to, right? The organization doesn't run only on software development. Yes? So every organization has it. So isn't this a factor that is the framework helping me to connect the dots of how do I scale horizontally? Yes? Okay, who? Training needs. If I say this is the handbook, I have printed it for you, go study and implement and from next Monday you're going to be scaling your agile. Will that work? Will that work? No. For some teams, some may say, yeah, I can do it myself. That is why the DIY framework works because some people are just enthusiastic enough to do it yourself. They'll figure it out based on some guidelines. How many pages we have in the scrum guide? 16, 17, 13, yeah. If you take the title page and the reference page and some things in out then 13 to 14 pages worth of knowledge, that's it. So people, some teams are able to figure it out by looking at those and some teams need a two days certified scrum master training or maybe whatever PSM training and some people want even more than that. So they'll call people like us. Yes? Happens or not? Happens, right? Few points that whatever I do, finally I'm going for, I'm looking for some value, right? Nobody does something just because they don't have anything else to do, right? If you're looking for scaling frameworks or trying to solve a problem that will be solved through scaling agile, then you are expecting something in return and one of the first one that comes to my mind is value. But now what type of value I'm talking about? Value means what? Value for customers? Yeah, that's one perspective. Value for organization is also important, right? Value for the people who are actually doing the work that is also important. And finally the bottom line, the dollars, right? Or whatever currency, profit, that's also important, right? So whatever I do, if somebody says you'll get this return on investment in several years from now, will that work? Will your executive leadership allow you to experiment something for several years? Probably not, yeah? Simplicity, when you go for implementation irrespective of what you choose, you can try to keep the implementation simple, not to try it water-fellish. Now whatever I mean by this, taking a big-bang approach is not a good idea in many cases. The other thing is, should be acceptable by all. The other thing is, we have a habit of change management process. Let's try to figure out everything. We want to plan everything, even for implementing a scale agile model, okay? Which projects will go through this? What's the training plan? Who's going to drive it? And what are the checkpoints? What day will start it? Which project will kick off with? So much of a planning which itself takes, let's say three months, is that agile? So scaling agile implementation itself should be agile, right? We call ourselves Agilist, so I think at least we deserve to do a little bit of simplicity and implement things in part and not try to be perfect on the right on day one. Make sense? Yeah. And scaling agile on this journey, some days you will realize that we have over-complicated processes and actually sometimes it means that descaling some of these practices get rid of some things, probably simplify some structures, the coordination, the way the feature teams are created or some processes that you have in place or let's say decentralized decision making as some framework would suggest. So all these are factors that need to be thought of in the implementation. Agree? Seems like you are agreeing on everything I'm saying. I don't know if it is good or bad. Okay, if you do not have any restrictions, like Wender is asking you to follow a particular framework in your contract, let's say if you do not have that situation, then anything stopping us from taking the best out of everything? Why not, right? Let's learn whatever is best is out there and do whatever it makes sense to you and try out things that you can implement easily. Now there are other things that you may want to think about because it's not only the process or tool, there are a lot of other things. Workspace design, because if you want to go for big bang you may have to invest in certain things. Team structures, now you can not all of a sudden bring everybody into same office, but can you do something and play with your structure so that people at the same location are working on this, maybe a related functionality. So you can minimize all these challenges that you have and come up with a better way of managing dependencies, right? So maybe no framework may suggest or exactly give you this idea, but do we need to think about it? When we talk about scaling and in distributed environment then we will need to think about it like how the communication will happen. So sometimes it's possible, sometimes it's not. So we have other ways to deal with that which we'll talk about on this one. So these are the not the only things that are involved in communication and each of these is not a communication in itself but communication is an important aspect in each of these ceremonies or rituals, what do you call? Isn't it? Because whenever we do this, basically what we do is communicate, right? You do a product refinement session, you talk about demos, you do planning.  Now when you have the complexity of multiple people, multiple teams which are distributed across several locations, then one of the thinking that we need to bring in is how do we scale those events? And some frameworks are giving you this explicit guidelines on how this can be done. We just saw in couple of frameworks in sessions and you can find out how other frameworks are talking about it. But yes, some frameworks are talking about it and they are giving you the guideline. That sense? Okay, no scaling, no matter what you do on process side and culture side, without doing engineering alignment is pretty much useless because when you talk about multiple teams and multiple people working on the same products or solutions, then we are talking about some discipline and some real technical challenges. That's why we just had a great session on DevOps. So couple of things like that on how the framework is suggesting you to operate or some frameworks are saying just, we just strongly believe in it but you figure out what works best for you. So we just fair enough. But I think this aspect is very much important. So if you are going to scale your practices, do think about this first out of many other things, right? Because we are going to end up having challenges when so many people start working on multiple projects. Okay, this is a business side just like we talk about engineering side. Scaling product ownership, management or whatever name you give, business side of it is also equally important. When you talk about 20 teams working on a product, can one person give justice to everybody? 20 teams, 50 teams, never right? So there has to be some structure on how that coordination will happen and we need guidance on that, like how I can figure out my product management, how can I scale my product management practices or how will we coordinate portfolio level and program level and so on, right? So, backlog. I think the less also has a suggestion on this called area product owner less huge model. Safe has it on its own way, three levels, four levels, whatever you. Okay, so I think the point is you need to figure out how to scale the product management. The next thing is the rollout plan. So big bang, most of the times doesn't work, it backfires. So it's better to have a rollout plan. But wait, just now we said that too much of a preparation is a bad idea because that will be a water foolish implementation, isn't it? Then isn't this contradicting that we should have a rollout plan? We should have some plan which we can adopt and change. Yeah, so this is a very lightweight starting discussion. So we need to see, do we need to train people? Will they just learn on their own? Do we need to have a coach available? And it can be a person who is existing member of the team but somebody who is ahead of the game is the team ready. Do they have some other challenges and we are trying to implement something in a wrong team maybe, right? More often than not, if you are trying to implement something, would you select a very challenging project and experiment something with it? No, right? Somebody who is already under fire and already challenged with certain things. As again, answer I cannot give but somebody rightly said, risk appetite for your organization will tell you. Pilot program.  So we have to do some homework and figure out if I have to go for scaling agile then which one, how will it help the roles that I have in my organization and what do I need to convey because I have to take them into confidence, yes? You have to take them into confidence otherwise it will backfire, isn't it? Okay, so now let's say we are going ahead. Now it's implementation. So when we start implementing and whatever we said we have thought then we start in living with the agile values. What do we say? Fail early and fail fast. So if you have made a wrong decision when do you want to know? As soon as possible, right? So how will you know that? Because you need to have some checks and balances on your scaling going on the right track or not. And how would you determine that? I have given some ideas but it may not be the only list. You can come up with your own but you can take surveys, you can talk to people, you can measure some metrics, some surveys and so on. And that will help you to figure out, okay? Anything comes to your mind on how we can measure, okay? All right, now once you reach to it what would be the next step? Let's say you are successful at certain level. Repeat that cycle or take it to next level either vertically or horizontally or both, right? So if you are at program level you will try to do it at portfolio level. You have business units, try it in a different unit or try it in your different entity under your same parent organization. If it is typically an enterprise you will have several units under it. Okay, when you reach to a much more maturity level do you think that what we'd make if we make a decision today it will be valid for next 25 years? Not possible, right? We need to be agile in this thinking also. If we make a decision and if we get successful at something then we should try and see is there a better way to do it? If I made a choice which was good at that point of time but now I have reached to a different maturity level so should I explore some different options again? Because if we make a decision and just think that this will just survive for next 25 years we shouldn't call ourselves agile, do you agree? So I think this is the last tip I had but now that we talked so much any interesting thoughts that came to your mind on, okay, I should ask on this topic also maybe we need to question this also when we select scaling frameworks any aspect we missed out?


As part of the NASA tele-robotics program, the Jet Propulsion Laboratory is pursuing advanced technology in remote manipulation in two discipline areas, tele-operation and supervised autonomy. In tele-operation, an operator uses hand controllers to command the robot's motions directly. In supervised autonomy, an operator interacts with the system at a much higher level, while relying on the robot's information of the task and environment to generate its own motion commands. The results of this research will help to develop the technologies required to fulfill NASA's potential future needs for space robotics. Since its beginning in 1985, the broad objectives of the JPL program have been to develop the robotic technologies that would be used in space operations and to integrate them into systems. These technologies would be used to increase the productivity of astronauts, conduct operations too dangerous for humans in space, or perform boring, repetitive tasks. To date, the integration of these new technologies has resulted in the development of a single robotic system that can operate in tele-operation or supervised autonomy. In the future, the system will be able to operate in hybrid modes that combine features of both called shared control. This tele-robotic test facility provides an environment for research and development of key robotic technologies. Several features will be highlighted. Tele-operation with force reflection, autonomous compliance strategies, and operator designate to support the operator's use of supervised autonomy. This demonstration will simulate the removal of an orbital replacement unit, an ORU, from an Earth-orbiting satellite. An arm will remove the ORU and will then hand it to another manipulator arm which will insert it into a storage rack. This sequence represents a portion of an in-flight maintenance operation similar to those which will be performed on the space station. This demonstration utilizes a combination of tele-operation and supervised autonomy. These two manipulators, left and right arms, are used for grasping and manipulating objects. This third manipulator is the camera arm and is used to position and orient four cameras. These four cameras, combined with three wing cameras, provide the operator with multiple views of the workspace. Two of these cameras are used to provide the operator with a color 3D stereo display. This truss structure simulates the body of a satellite or the space station and supports a mock-up of an ORU. To simulate the uncertainties that may exist in the space environment, the initial location of the truss is not known to the robot beforehand. The module represents an ORU and has two grapple lugs. The robot carries a picture of this module in its database. However, one of the grapple lugs, the left one, has been intentionally misaligned to simulate a modeling error. The experiment will show how the robot deals with this. In addition, a cylinder has been placed around the grapple lug to simulate occluded viewing conditions that might be expected in space. The two arms used for grasping have wrist sensors, which detect forces and torques. The information received from these sensors is used in force reflection and compliance. Because the position of the truss is not known to the robot at the beginning, the operator will first need to determine where the actual ORU is located. The operator begins the task by using a procedure called operator designate to determine the position of the module body. When the module body is located, the position of the grapple lug can be determined from the picture of the module carried in the robot's database, even though the grapple lug cannot be seen. On two monitors, each showing a slightly different view, the operator overlays a line drawing of the module. The operator then specifies the true locations of several corners of the module body by indicating which corner of the overlay corresponds to which corner of the video image. Because the camera images have been carefully calibrated, this information can be used to update the robot's database. With the module's accurate position stored in its database, the robot can then locate the grapple lug. With this accomplished, the system then moves the left arm toward the left grapple lug for the grasping operation. This is the lug that was intentionally misaligned. Using active compliance, the left arm gently and autonomously moves in several directions to accommodate the misalignment and allow the grasping action to be completed. Since October 1989, the speed with which these operations can be performed has been increased by a factor of three. This is because we have introduced the capability to plan actions at the operator's site while simultaneously executing other commands at the remote site. In tele-operation, the operator uses the force-reflecting hand controllers and looks at the 3D display to view the workspace while he removes and transports the module. Dr. Henry Stone. A force-reflection is a mode of tele-operation in which the forces that are sensed at the end effector of the arm are reflected back to one of these hand controllers here, and that provides the operator with a sensation of contact with the environment. Should the geometry prevent the left arm from storing the module, the module would have to be handed off to the right arm. In this case, the left arm holds the module and the right arm performs a grasp sequence identical to that just executed. We have not placed a cylinder around the right grapple lug so we can provide a better view of the upcoming autonomous error recovery sequence. Because the left grapple lug was misaligned, the actual position of the right grapple lug is significantly different than the robot's model would predict. This causes the automated grasp to fail. The operator is informed of the failure and decides to check the database by displaying the image of the module on the video monitors. The error is apparent. Because the right grapple lug line image on the video monitor and the module do not coincide, the operator can see that the cause of the failure is due to the mispositioning of this grapple lug. To recover from this failure, the operator again chooses object designation to correct and update the database model. With this new information in the database, the operator executes the autonomous sequence successfully and grasps the module. The operator uses tele-operation to release the left side of the module and move the left arm away. The operator also uses tele-operation to move the right arm, inserting the module into its storage location and completing the ORU removal task. In addition to tele-operation and supervised autonomy, this system is also capable of combining the two modes into one called shared control. At this time, it has been partially integrated into the system. During shared control, the operator is using the hand controller to basically guide the position of the end effector, whereas the autonomous system at the same time is controlling forces and torques to maintain a particular profile. Shared control will now be used to simulate an optical cleaning task. This dome represents an optical surface. The operator sits at the console and commands the arm to grasp the cleaning pad autonomously. The operator commands the movements of the pad using a hand controller. The autonomous system ensures that the pad follows the contour of the dome and controls the pressure exerted on it. During this operation, only the planar motions of the hand controller that I'm making are being mapped into motions of the pad about the dome. The other degrees of freedom are being controlled by the autonomous system in order to maintain certain forces and torques that are required for the actual polishing to occur. The demonstrations you have seen represent technologies being advanced to meet the needs of NASA's space program. These demonstrations at the JPL tele-robotic test facility showed a state-of-the-art integrated robotic system capable of performing complex sequences of operations using a mixture of autonomy and tele-operation, where the operator has the ability to select the mode which is best suited for the task at hand. In the ORU exchange task, the system coped with uncertainties and inaccuracies in its database by using the features of active compliance and operator designate. Operator designate was used to update the position of the ORU so that the occluded grapple lug could be found. Active compliance then permitted the grapple lug to be grasped, even though it was misaligned. Later, operator designate was used again to overcome the error in the assumed position of the right grapple lug caused by the misalignment of the left one. With the operator-controlled polishing of the dome, we showed one example of where supervised autonomy was combined with tele-operation to tailor specific capabilities to specific task requirements. This system and the robotic technologies that are integrated within it as direct application to a variety of operations that will be required in space in the future. In particular, it can be used for satellite servicing and repair and maintenance of the space station freedom. Flexibility and adaptability will be essential capabilities needed for tele-robots used on future space missions. As shown by these demonstrations, these qualities are important goals of the JPL program.


In residency, you just kind of hear the Steadman Clinic and it's kind of like the Land of Oz where you think it exists but you're not super sure about it. Having the chance to come out here and work with these surgeons and really experience everything that the Steadman Clinic has to offer has made a really profound impact in my training and my life. The thing I probably will take away most from the surgeons here is they have a way of communicating with their patients that's different than I've ever experienced before. I remember working with Dr. Hackett and hearing him say a few things to every patient. The first was how is this impacting you and then the second is always what are your goals. Having that has really given me more of an individualistic approach and view of medicine and surgery. You start to pick up these subtle different things that each of these surgeons is truly exceptional at and you start to translate it in your mind. You'll try to emulate it. Certainly the memories with all the co-fellows and all the team members, we've made a lot of very good memories. Not all to be repeated here but a lot of really good memories. Certainly, you know, thank you my parents. They've been immensely supportive. My girlfriend Megan, my brothers, all the friends I've made here this year have made it a great year.


Trust is the fabric of every relationship, whether you realize it or not. But if when you fall in love with somebody and you begin to love somebody, the immediate illusion is that what keeps us together is love is like a glue. But it's not love that is a glue, it's trust. Because the moment this lover that you have, that you've been with maybe for years or decades, if he violates or she violates the trust, it's amazing how in two seconds all the love evaporates. It's amazing how the diamond rings become dirt, how the mention becomes a shack, and how his beautiful Audi becomes nothing and he becomes a terrorist. Just yesterday he was the love of your life. Just yesterday he was so wonderful, but when you find out a text message that he's not on a business trip, but he was with some other loser, somewhere else, something begins to happen. Trust is broken, and when a trust is broken, relationship does not exist. You have his last name, you share everything, you have children with him, but you don't have no relationship. How could it be broken so fast? Why? Because when there is no trust, there is no love. When there is no trust, there is no intimacy. When there is no trust, there is no relationship. Trust is the fabric of every relationship. Same thing happens in your job. When you call your boss in the morning and say, I'm so sick, but Mr. So-and-so, could you have me excused today? He said, oh yes, I hope you get well. You get up on Facebook. You say, I am on my way to Las Vegas.  And it so happens that your boss checks your Facebook during the break. What happens? Does the boss say, ah, he just had a weakness? No. The next day the boss comes and all the brownie points you had with the company, all the respect he had for you went down the sewer pipe. He comes to you and says, you're fired. You say, why? Because the trust is broken. You can't be here. No trust, no job, no trust, no relationship, no trust, no love. That's why Paul is saying, I know in whom I believed. He said, the reason I trust him, because I know him. And the reason why I know him is because I trust him. You want to trust in God more? Get to know him. You want to get to know God? Start to trust him. But remember this, your relationship with God will never grow higher than your trust in him.


Ah, I can't center my life. Well, hey y'all and welcome back to my channel. I've been doing way too many hand videos lately so I just don't know what to do with my hands. Today we're gonna be talking about Amazon. Clearly, basically everyone that's watching this video knows what Amazon is but it is like near and dear to my heart because I can basically find anything for any reason and for no reason at all. So, there have been a few things that have been just sitting in my cart for a while. You know how you can do the save for later feature? Yeah, it was really large in there and I didn't even buy everything but I bought a few things that were like pretty reasonably priced and I wanted to do a haul for you guys because it's like super random stuff but I just wanted to show you. There are a few things that I have purchased that I've never used before and I think there's only one thing in here that I've used before that I absolutely love so let's talk about that first. So, the first thing that I purchased was this Neutrogena anti-residue shampoo and I love this stuff. It comes in a really small shampoo bottle. Like it's not as big as the normal shampoos out there. This is six fluid ounces. It's a couple bucks. It's not like crazy expensive or anything but this formula, I don't know what it is. I have super oily skin and hair and this formula makes my hair feel so nice at the scalp. Like I showered a few hours ago but I can already like kind of feel the oils especially back here in my hair. I try not to touch it too much. Like I touch down here more but yeah and I only condition like from here down like the ends of my hair. I don't really do anything to the top of my hair for conditioner because that'll contribute to the oils but even though I don't have like product buildup because I don't use any products on my hair at all this just makes it so good and you just kind of like scratch it and lather it in. It's just amazing. So I love this stuff.  This is maybe like a once a week kind of shampoo. I do have to shampoo my hair every single day but yeah, I love this stuff and it's amazing. I'm gonna link everything that I talk about down below. I forgot to say that at the beginning but that's what's gonna happen. So let's get into the other random things. This is like such a random haul. Okay and this I got Cosmed? Cosmed? Cosmed, Cosmed, I don't know. That's what I got. It's a came in this really nice little box and oh, I basically bought this because I'm too cheap to get the I think it's Nurse Jamie one. I'll link that one too if you're interested. This looks like a medieval torture device but it's not.  It actually feels really good and it's like really cooling too. Yes, ooh, it feels nice. So I, okay let me stop doing that because it feels really nice though. Feels like really nice. Ooh, yeah, yeah. So these face rollers, they could be like a total gimmick but this one was like pretty inexpensive considering how expensive like other face rollers are but I have been watching for years. I've been watching her for years. Tati from Glam Life Guru. She uses the, it's like a purple one. I think it's Nurse Jamie is the brand or who it's from but she uses one and she swears by it. She actually like rolls in like her moisturizer and like serums and stuff at night and just like uses it and it just feels good. So anyway, I decided to go with a cheaper version because I was like I wanna try this out and see if it's like anything halfway decent but you're supposed to like roll up and it's supposed to help with like skin stuff and I don't know. But here's what it says on the little like thingamajig. It's a face and body massage beauty roller. Simply roll the unique hexagonal, oh roll. So you simply roll the unique hexagonal roller all over the skin to leave it feeling energized and enhanced the geranium stone which is the little black guys on here. It says the beauty roller is encrusted with 30 massaging stones containing geranium powder tightening and energizing the skin and then you have like your, this spins and then you've got like your staple handle and then you can do all these things apparently to your body. So you can use it for your forehead, your cheeks, your collarbone, upper arm, your hands, neck, your shoulder and spine and you can also use it on your calves and then it says gently roll up and down or left and right but to like roll it up is better it sounds like.  Like you can just kind of drop it in. I don't know, it's like velvet. I don't know if I'd actually like use the pouch but it's in there. Okay, on to the next thing which for some reason I couldn't find just one. They had to come in a pack of two which I'm not really sure why but whatever but they are, it's a five piece set of face facial mud applicator mixing brushes. So as some of you guys know that watch the vlogs or maybe even watching my channel for a while I love a good face mask. So issues that I find with face masks though and these are all the same. It's hard to see. They're all exactly the same. I don't know why I need this many. Are these the same too? Yeah, they're all the same. They're all the same size. Okay, I'm just gonna take one out. They're all the same size. I love to do a good face mask and I try to do so my goal always is at least like once a month but my real goal is like once a week. So the issue that I have is that I really oily skin as we just talked about but this like synthetic, almost paint brushy feeling thing I feel would be like better to put on my skin with like a mask to like help spread it out evenly. I know that there's some like makeup brands that have like actual silicone brushes to help spread out out. I don't really have a problem like cleaning my brushes. I know some people like have a real problem cleaning their brushes and they never do but yeah, I have now 10 of these which I only need like a couple because if they get gunky, that's okay. And I'll just wash it out in the sink and clean it up with my regular cleaning agent which I just use baby shampoo and that's how I clean all of my makeup brushes. But anyway, these aren't like the super best quality but I didn't wanna invest in some really, really expensive brushes for just applying mud masks and stuff that kinda seemed redundant. So yeah, but I'll use these. I'm excited. And I feel like this is a little bit more sterile than like using my hands that are already like have oils in them already even if I clean my hands. This is like maybe a little bit more sterile. I don't know. The beauty community tells me that I'm supposed to do that. So I'm gonna try and do it. Here's another item that I have seen on TV and I've seen it on, I don't know, was this on Shark Tank? It might have been. This is called the Tub Shroom. This actually sits, okay, so I read like a million reviews on these. I have hair as you can see. I've got hair y'all. And I try my best to brush out my hair right before I hop in the shower. I'm really diligent about it. I wasn't always diligent about it back when I was like a teenager. Sorry mom and dad. But my, you know, we all lose like a certain amount of follicles a day. Like that just happens. So in the shower, clearly that happens as well. I wanted to get something like this that like grabbed the hair. And so this sits just a little bit above the opening and grabs all the hair and gunk and stuff.  So it's supposed to like grab all your hairs, which I think is kind of awesome. And it had pretty good reviews online. There were some of them that I saw that like you pushed it all the way in. And like some people said that those didn't always work cause they weren't always the right size and all that stuff. So I'm not sure. But this is for a bathtub drain specifically. And like I said, I'll link this below. I think this came in others, not sizes, but other colors. And I just went with the white because I've got a white tub and it just kind of will look the same. And also talking about the bathroom and hair and all these other random things. I got this, it's from Vital Goods and it's a scalp massaging shampoo brush. Oh my God, it's vibrating. I did not know that. Weird, okay. Like I said, this stuff has been sitting in my cart for a long time. So I might have known that at one point. And you know what's weird about my Amazon habits. I don't know if you guys are the same way.  I will put like four different iterations of this in my cart and then I'll make a final decision like from there. I'm just kind of weird like that. Like I just want to put like all of them in the cart and then make a decision of what I want to do. So yeah, so here is the scalp brush. So I've heard on the internet and maybe this is a marketing ploy, I don't know.  It's got like a little like on and off thing where my thumb is, but it's not on clearly. Let's take a look here. In the little box, it's got like a little screwdriver. Oh, okay, cool. All right, so it gave me a little bit of information. Ah, here we go. All right, so you can like pop this off and then you take this little guy and there is like a little battery component in here. Why are you so difficult to open? So like lefty Lucy thing isn't really working out for me. I got it open and I put a battery in here. It takes one AA battery. The battery does not come with it and then you just kind of pop this sucker back on with a little thing back in there and then tighten it up again.  I really wish it was more of an Allen wrench style so I don't know if it would be a little bit easier but that's okay. All right, and the nice thing is you can clean this pretty easily too. So this is just like a silicone thing, place on the top and then put your little ring on again and then just snap it. So there you go. So you turn it on. Can you guys hear that? I don't know if I'd actually use the vibration. I kind of more wanted it to just like, you know, get the soap in there really good. That was kind of my catalyst for purchasing it but whatever. Anyway, the battery's in there in case I wanna use that. Again, I got a white one. I know there's lots of other colors out there. I'm not sure if this Vital Goods one comes in a different color or not but I, you know, you guys know me. I'm attracted to neutral things. I like pretty much everything white and cream and beige and gray in my house. So, you know. Also another totally random purchase are these silicone bakeware molds. So they're just cupcake liners. That's it. They came in like this. Let me show ya. And this is a set of 12. And let me tell you guys how hard it is to find silicone cupcake liners that are not colorful. Do you know how hard that is? There's like all these crazy colors but is there a clear or a white out there? I mean, apparently there is cause I'm holding it in my hands. But it's really difficult to find. So anyway, I had thrown these in my cart a while back and, you know, now I have them but I absolutely love these. I think that these are so, so nice and you can definitely use them in baking like muffins or cupcakes. Also another thing I've seen so many people use especially on like Pinterest and, you know, in the YouTube world as well is if you have like lunchboxes or kids' lunchboxes is to like put little things inside of here.  So you don't have to keep like reusing plastic bags and things like that. So anyway, but I love these and if you guys are neutral like me you'll love them as well. I also have in my cart still the mini ones and I haven't gotten those ones yet but these are a dozen. So they're a set of 12. But I'm excited to use these and I may have a baking video coming up in the near future where I may use these. I'm not sure if I'm gonna use these yet but it is like a cupcake situation. So I'm excited about that. And then the last thing I got, I'm very, very, like the organizational Emily is very excited about this. This was a recommendation from, if you guys follow on Instagram, the home edit I highly suggest that you do. If you love everything color coordinated and absolutely Pinterest pretty, follow the home edit. If you wanna see what hot messes that these women and their whole team actually is, follow their Instagram stories. You won't be sorry. They're hilarious. The owner's names are Clea and Joanna and they are moms that live in Nashville, Tennessee and they're super funny. But anyways, I appreciate their kind of humor. Some people don't like their humor and they just wanna see the pretty pictures so you can always just like mute them, you know? So anyway, this is called Clear Museum Gel. They are professional organizers. So I have like that museum putty that's like, I think it's like a blue color but it ends up like kind of staining my drawers and my drawer liners and I don't like that but I've had it for years. I think I got it at like the Dollar Tree or something. This is the same type of stuff but it's clear. Like it's all gel and you put it on the underside of your organizers so they won't slip or you know, rattle in your drawer every time you open it and you just put it on the little feet. And yeah, so it's just gel. It's just gel, you guys. But yeah, Clear Museum Gel but I'm excited about this. And then you just take a little dollop of it and you use it. I'm excited. More organizing projects are coming up in the future with this bad boy. Anyway, but that is it for my random Amazon haul. Hope you guys enjoyed. I will link all of the products that I talked about down below. If you have any like go-to items or absolutely amazing items from Amazon that you like, let me know down below. I would love to check them out. I'm all about making life a little bit easier with all the amazing things that you can find on Amazon. So I hope you guys enjoyed the video. I hope to see you next time as well and I will see you guys very, very soon. Bye guys. So folks, it's time to kick it old school.


Hello everyone, this is Shila Ratna Banshwade from Alchan Institute of Technology, Solapur. Today we are going to see the topic sections of solids and in that we will particularly see the solid cone. Let us move further. The learning outcome of this video will be the students will be able to draw the sectional view of cone. At this moment of the video, I suggest you to pause the video and recollect or remember the structure of cone. As we all know, cones are solids of revolution. That is, when we rotate a right angle triangle about the side adjacent to 90 degrees, we get a cone. Learning outcomes at the end of this session, the students will be able to draw the sectional view of cone. At this point of the video, I suggest you to pause the video and recollect the structure of a cone. As we all know, cones have a circular base and a point at the top called as the apex or the vertex. Thus, we can say that points on the circular form join to a common point called as apex forming the cone. Also, cones are called as solids of revolution. That is, to obtain a cone, if we rotate a right angle triangle about the side adjacent to 90 degrees, we get a cone. Thus, cones are called as solids of revolution. Now moving further, in the previous video, we have seen an example on cone. So in this video, we will see the second example. A cone base 70 mm diameter and axis 90 mm is lying on one of its generators in HP with the axis parallel to VP. It is cut by a section plane inclined at an angle of 30 degrees to HP and perpendicular to VP. And the same plane passes at a distance of 30 mm above the base along the axis so that the apex is retained, draw the front view and sectional top view. Let us look the question into detail. So we have a cone of 70 mm base diameter that is base circle will be of 70 mm and axis height 90 mm. So the vertical axis, axis is the point joining the center of the base. Axis is a line joining center of the base and apex. It is a straight line. So that axis or the length of axis is 90 mm. Now this cone is lying on generators. As we all know that cone is a solid of revolution. It does not have specific edges or faces. It has smooth surface and for that we consider generators which are imaginary. So there are no edges in cone. So that cone is lying on one of the generators in HP. In HP means the cone should be tilted totally on the ground with the upper axis parallel to VP. You have to tilt the cone in such a way that the axis is parallel to VP. That is you have you can see the axis length that is of 90 degrees in the front view. Now this cone is cut by a section plane inclined at an angle of 30 degrees to HP. Here we have a core of 70 mm diameter and axis 90 mm. That is the base circle should be of 70 mm and the axis is the line joining the center of the base to the common point that is apex. That is of 90 mm. As we know the cone does not have specified edges or corners. It has generators. Generators are imaginary lines joining this base and the apex. Now this cone is resting on HP on that generator. In such a way that the axis is parallel to VP. And the axis is parallel to VP. That means you have to you can see the true length of the axis that is true length true height of the cone. Now this cone is cut by a section plane inclined at an angle of 30 degrees to HP and perpendicular to VP. Now when the cone is resting on generators in that position it is cut by a section plane inclined at an angle of 30 degrees to HP. Inclination with HP is seen in front view plus the axis line is perpendicular to VP. This cutting plane also passes through a point at a distance of 30 mm from the base. So for cutting plane we have three conditions. The cutting plane is inclined at 30 degrees to HP. It is perpendicular to VP and it passes through a point at a distance of 30 mm from the base above the base and you have to cut or we have to cut the cone in such a way that the apex part or the top most part of the cone should be retained whereas the remaining part can be removed. For this we have to draw the front view and sectional top view. Let us move further. This is the XY line or the reference line. Now to draw the cone resting on one of its generators we will consider that or we assume that initially the cone is resting on HP on its base. So when we consider that the cone is resting on base in the top view we see the circle as you can see on the screen. We know the dimensions of the circle that is 70 mm. So we draw a circle of 70 mm further we divide the circle in equal number of parts. Now it is up to the student whether to divide the circle into 8 number of parts, 12 number of parts, 16 parts or more. But minimum the circle has to be divided into 8 number of parts for better drawing conditions. We name the parts as 1, 2, 3, 4 up to 8. Now let us move to complete the front view. Now as I said the cone is resting on base vertically. So in the front view you can see the triangular shape of the cone. Let us project the points, point 1 projected vertically upwards, point 2 and 3, point 2 and 8, 3 and 7, 4 and 6 and 5. We draw the cone in the desired fashion. Now we join the generators and we name the points. So this is the condition that we have assumed before the given condition that the cone is resting on HP on its base. Now the generator should be in contact with HP that is the generator's O1 dash or O5 dash should be coinciding with the XY line. The XY line here represents HP. So in the second condition we redraw this first image as shown on the screen. So here we take O5 dash coinciding with XY line and we redraw this figure over here. We name the parts, we name the points as shown on the screen. So this is the required front view or the front view of the cone as per the given condition that is it is resting on one of its generators. Now moving further to complete the top view we require the points from this front view as well as the previous top view. So we project O from the second front view and corresponding point O from the previous top view to get this point. Similarly we project O from the front view, second front view and O from the previous top view. So we get this point. Similarly we obtain all the points. Let us name the points. So these are the points in the second top view or the required top view. We will join these points and we will join the remaining points. So this is the condition given in question. That is the cone is lying on one of its generators. Now in this condition we need to cut the cone with an axis or with a cutting plane perpendicular to VP and 30 degrees to HP in such a way that the apex part, this part should be retained. So one can take 30 degrees with HP in this direction as well as in this direction. But as we need to retain this part we cut the cone in this direction. So this is the cutting plane. We cut the cone in this direction. Now to get the cutting points we consider that this is the cutting plane passing through the cone. Wherever this cutting plane intersects with the generators we consider those points. So these are the points. The cutting plane cuts O1 dash at point P1 similarly O2 dash at P2 O3 dash at P3 O4 dash at P4 and so on. Now we have to transfer these cutting plane points on the second top view or the desired top view. So we project these points in the second top view that is point P1 will be projected on the generator O1 in the top view. So we get this section plane as seen on the screen. When we join all these points so this is the required sectional part of the cone when it is resting on its generators. Now let us dark the remaining parts. So this is the part that is being retained that is the apex part is being retained whereas the other part is being eradicated. So here you can see the direction of observation is this. This part is being inclined and you can see it over here and this part is the right hand side part which is in the dark form. So while drawing on sheet practically you need to draw this with light shade or a thin line and then you can dark the lines or thick the lines. So this is the complete projection of the cone when it is cut by the thank you.


So, as the results rolled in in New Hampshire, we got three major announcements. Three 2020 candidates would be suspending their campaigns. We learned that Michael Bennett would be dropping out of the race. I guess that the James Carville endorsement didn't help him, shocker.  Now, the biggest one, and the only one that I actually care about and feel sad about is that Andrew Yang announced that he is suspending his campaign. Now, it was a little bit shocking to me or a lot shocking, I should say, because the results only started to roll in. I think we were at like 8% to 10% of precincts reporting in New Hampshire and he announced that he was ending his campaign. So I think he probably was ready for this and just wanted to see if he would perform well. And he ended it. And out of all of the candidates who I don't support, Andrew Yang is probably the one that I'm the most sympathetic towards because like he was genuine, he was authentic. He was an anti-establishment candidate and he's just a nice guy. Like he'll always have a special place in my heart because he's one of the only candidates besides Mike Ravel that actually came on my show. So just for personal narcissistic reasons, that's why, you know, Andrew Yang will always hold a special place in my heart. And even if I disagree with him vehemently on certain policies, he did bring a lot of ideas to the table. You know, drug decriminalization, voting at 16. He brought a lot of policies that I genuinely support. And even though I don't support his implementation of UBI, I think that just the fact that he got us talking about this and automation in and of itself is incredibly valuable. So, you know, what he brought to this campaign, it really was a breath of fresh air. And it was nice to see Andrew Yang back at that debate after hearing from all of these corporate stooges. Again, you know, it just he really will be missed. And I say this as a Bernie Sanders supporter. Now, I have a message to all of the gang gang. Now, first and foremost, let me just say that this is a message to you, not as a Bernie supporter, but as a human being.  But this is just me saying to you as a human being what I'm going to tell you because I feel like I've been in a similar situation. And look, I genuinely hope that you jump on board and we can team up and take on the establishment together and that you support Bernie Sanders. But, you know, I've seen kind of split split results here. You know, some people on Twitter say they're going to support Bernie who were Yang supporters. Others say, nope, I'm never supporting Bernie. And I don't really know overall where Yang's base of support will go when it's all said and done because Yang brought a lot of new people into the process. And if those people were never mobilized before, they may just check out without Andrew Yang. So understand that I'm not telling you this to be patronizing, but I just want to because I care about Andrew Yang as a person and a candidate. I want to explain to you my position because I was in a similar position. All of Bernie supporters in 2016 were in a similar position where Bernie Sanders dropped out. And like, I don't remember Bernie Sanders officially dropping out. I may be misremembering it, but we basically found out that Bernie ended his campaign when he endorsed Hillary Clinton. So it was like a double gut punch, right? He dropped out and endorsed this person who just rigged the process against him. And it hurt really, really bad. So just as human beings, like I truly empathize with you because I've been in that predicament before. And a lot of Yang supporters are probably former Bernie supporters. So you may already know, and this is two times in a row you're having to deal with this. But if you haven't been there before as a Bernie supporter, let me just tell you this. I never thought that Bernie Sanders would run for president again. Like when he was done in 2016, I thought it's over. Like we're never gonna get a Bernie presidency. And like it almost sent me into a depression. Like I was genuinely depressed for days and it was hard to get out of that. Like because when you believe in a candidate so much, you kind of stake your hopes and dreams on that individual. So when that candidate's campaign is over, like everything that you kind of hoped for and dreamed about just comes crashing down. And there's this like giant hole that you don't know how to fill after that, right? So I totally understand where you are. But four years later, Bernie is running again. So as a Bernie supporter, what I say to the Yang supporters is that look, Andrew Yang is very young, a lot younger than Bernie Sanders.  I assure you, he's not going anywhere. He's young and he built up a movement and he can harness that in any way he wants to. Will he run again? Possibly. Could he win next time? It's very, very possible. Will he choose to run for the Senate or harness that energy in some other way? Yes, but what I want you to know is that he's not going anywhere. So everything that was built by the Yang gang and with Andrew Yang, that's not just going to perish. It's not just going to dissipate and evaporate into thin air. Like all of Bernie's support and enthusiasm, it reemerged in 2019 when he announced that he's running again. So I have no doubt that the same can be true for Andrew Yang.  Again, you're welcome. We would love to have you, but I know that realistically speaking, you know, these primaries get dirty and a lot of people just aren't going to support Bernie Sanders, but just from a human perspective. Like understand that this isn't over for your candidate and what Andrew Yang managed to accomplish with regard to elevating UBI, that's going to remain in political discourse. I mean, think about this. We were debating a federal jobs guarantee versus universal basic income on a national debate stage. And that's because of Andrew Yang and Bernie Sanders. So both of our candidates kind of, you know, we really influenced the discourse and Andrew Yang wouldn't have been able to get that far without all of the momentum. Now, again, I disagree with him on a lot of policy positions. However, do I believe that Andrew Yang, unlike a lot of these people like Pete Buttigieg and Amy Klobuchar genuinely wants to fix America? Yes, I absolutely believe that and you can't even doubt for a second that his supporters, you know, weren't also committed and authentic and they just genuinely want to fix the country. So I absolutely respect that. Like contrast that with Mayor Pete's supporters, like who supports him? Like do you genuinely believe that there's this urgency to fix America if you're a Pete supporter? I can't imagine it. I just can't. A Biden supporter, a Klobuchar supporter? No. I mean, you can say the same for Elizabeth Warren. I think that her supporters actually do want to fix the country. Even though she's gone down quite a bit in my book, needless to say, but I mean like Andrew Yang's support base, they genuinely cared and we disagree with each other, but that's okay. We have a goal to fix America. We just have different ways of implementing solutions and I am committed to my vision because I believe that this is the correct route to take but you guys have your own and you have the best intentions and that's what you really have to respect.   So my message ultimately in closing to the Yang gang is take time.  Like we're human beings and you know, during election season we kind of like try to transform ourselves into machines and we just, we go and we go and we go and it's all just automatic. Like we don't stop to think I'm a human being. I need to maybe just take a break and play some basketball or do something, walk my dog. Like we don't take the time for self-care and that is super important. So look, nothing but love and solidarity to Yang gang. I know that not all of them will jump on board the Bernie bandwagon and that's fine. Whatever your decision is, I respect it. I honestly do and I mean that because like what I saw with Andrew Yang was passion. Like people loved Andrew Yang and I understand why as someone who wasn't an Andrew Yang supporter, I get it. So I actually genuinely do feel bad about Andrew Yang.  But the Yang gang, we're cool.


Yes, life is sacred, matter is sacred, the world is sacred, you are sacred. Part of the dysfunction of civilization has come because we've exported sacredness onto something other than each other, the world, matter, life, the river, the ocean, the mountain, the forest, the trees, the whales. We've got to actually hold matter sacred and become, I like to say, we need to be more materialistic and not treat matter as something inconsequential and not inherently valuable. Our civilization treats it as instruments of our utility, not as something with inherent worth of itself, but only its use value.  And that also makes us feel alone here. When we don't recognize that we're among other sacred living beings, then we've rendered ourselves alone. And this goes to the root, to the core of scientific ideology in which underneath all of these appearances of life, there's nothing but atoms and void. Generic building blocks in different permutations, that's it.  That despair infuses our whole civilization and drives an endless escapism, which is deeply related to not feeling at home here. There's a whole tower built on this that ends up with, you know, political polarization and the medical, you know, biosecurity state and the conspiracy theories that you mentioned where, you know, it's Count Chocula who's at the root of it all. Like this mentality of us versus them, good versus evil, conquest, domination, of course there must be a bad guy because things don't just happen by themselves. There's no intelligence in the world. So if bad things are happening, then it must be a bad guy who does it. I'd like to draw together all of these threads just to give a sense of how thorough the transition is that we face, that we are, as you were kind of saying, like we're standing at the brink of an incredible transformation and it's not a guarantee, but it, like we're not going to be, I don't think we're going to be rescued from having to make a choice about what world we want to live in, but we have an opportunity to choose a more beautiful one.


Hey, this is a review of The Big Game, the NFL in Dangerous Times. This book reveals the current culture of the NFL, maybe even the dark side of the NFL underneath the TV and the bright lights. So there's another scene going on behind the lies and all the political talk. There's huge revenues, growth, greed, and for the author Mark Leibovit, he has a Patriots connection. He's from that Boston area and he knows Brady and parts of that team. So he gets to talk to Bob Kraft and Tom Brady and Bill Belichick. So he knows, understands the culture of that. Also, he's a journalist. He does reveal some of Brady's personality and as well as techniques to stay fresh. Just how big the NFL teams have gotten. It's their code words for the membership. There's gold jackets. There's vacation meetups. It's its whole tribe and cult. They do talk about the concussion issues from chronic traumatic encephalopathy or CTE, which is adding a whole new dynamic to the NFL, whether it be called weak or the new era. There's protecting the shield and that roughly equates to protecting the integrity of the game. So all these NFL owners are protecting the shield or Roger Goodell, the commissioner, has to talk in a political way to protect the shield, protect the game and the integrity of it. The NFL is a diverse group. There's characters for each team, how each team's culture is different. There's Green Bay with his hardcore, they can stand in cold stadiums. There's the Steelers where they have like more rough and tough culture. There's a Cowboys, America's team, the big stadium, the money, the most valuable team in NFL. There's Raiders popularity. There's someone like the Raiders who are from the Bay Area near Oakland where I'm at, and they're moving out to Vegas and that stadium is worth like 780 million dollars. So they're going to have LA fans with Oakland fans and New Vegas fans. So it's a big team. There's a ton of money involved. There's the tailgating unity. And something unique about American culture is the tailgating, where you can just eat dinner, just hanging out at the games. You don't even have to go with the game. Even the fans think they are in the game. And finally Los Angeles got a couple of teams. Took forever. I don't know why. One of the biggest cities in the United States didn't even have a football team till a few years ago. And I see it as a bread and circus. The fans are just spectators. You know, it's an escape from life. And this escape can burn over. It can overheat. There's a Keppernick tobacco within kneeling and lost ratings with the Trump and political issues. Just causing a lot of controversy over civil rights and justice. And there's something you need to watch Gadel get booed at the NFL draft, which I've seen before. He has other superstars on stage to avoid always being hated on. And there's new ways going into the NFL. There's female announcers, which I thought would not happen. And there's SJWs making their way in. Pink shoes, whatever caused pride, whatever they want to do. There's the female crowd. And they just want to be around the guy talk. Since NFL so much like a violent barbaric game. And since fans think they're in the game, they don't deal with the reality of taking action in their own life. They're spectators. They're not in the arena as Theodore Roosevelt would say. And I'm not that innocent. I've had soccer jersey, so I'm not. So I've been a part of that stage. And in this section, I want to talk about secrets that I didn't know. There's NFL and church. They have to compete with each other on Sunday. And that can be almost 13 hours of football on Sunday. They can compete with people's time. When people have to work and on Sunday, they can either watch football day or not. Another interesting thing I found was North Carolina started with about $300 million for their Panther franchise in about 1996. And it sold for about $2.3 billion just recently. The coaches are very powerful just like in college.  There's an annual meeting in Buckwheaton, Florida. Half of the owners have homes there around that much. There's concussion avoidance. They don't want to talk about it. And it's slowly making its way to the public. Owners typically have hot wives. They're showing pictures of some of the wives. They're pretty hot. At least they understand the peak fraternity stages of female. NFL is big business. There's athletes. There's shoes. There's sponsors. There's ticket. There's women. There's star. And in college as well, it's virtue signaling. And eventually, we're going to see the college prospect complex start to change where these football players, they're going to have another league, which they've tried to do before. And they're not really going to school. There's almost no point in this university. The university system and colleges are becoming very corrupt. Students are unable to default on the loan. So does not hold any of these colleges responsible. Get them in and get them out. No guarantee of a job. And now books and YouTube are taking also apprenticeships. And another thing is Brett Favre was sacked 525 times. He's probably one of my most favorite players. He always does things with a smile. And it's like that free spirit on the field. And I did think Roger Goodell started small. But in actuality, he came from a really rich family. His dad was a politician. And that's how he got his insight into the NFL. I actually thought he worked his way up, which he did as there's another side to that coin. And the billionaires got egos. These 32 owners, they got egos. Also, there's host city politics. Who gets the money? What will these cities do for that revenue? And the next section since the guy is part Patriot tribe, there was an interesting thing on the one ring where they beat the Atlanta Falcons. They were down by 25 points. So the score was 23 Atlanta Falcons. They put 283 diamonds on that ring. That's Super Bowl ring. Awesome comeback. And that's just stands to how the Patriots are. There's the political side. Of course, the Patriots, you think patriotism in general, being a virtue, is more part of the right wing. So Trump and the Republican. There's the Patriot way, their own type of culture.  And you got to notice no one really smiles when they're at. They do win though. These are some other thoughts that I have about this book is that the college industry is going to change. It's going to change it and I feel dressed. Where the players are herded into. The running backs are almost getting ripped off. They do all the work. And these players can have brain injuries that they get hurt. Who's going to take care of them? So they got to get that money fat. And the college system is just not done. And it's the funniest thing. Roger Del Gadel gets booed everywhere you go. There are virtue, signaling, gay, friendly stuff. When they don't really have to be. They're just doing it for money. Much of the NFL will be just doing it for money. Be quiet until you get your paychecks. That's what they're telling the player. And a lot of these NFL players, they're just... How many women are they getting to cook up with? They're just... These women are just going to get pumped up on the mark. And where the typical beta males are just going to get the leftovers. NBA is the funniest. I don't want to mention names. It's just a... That's a crazy... It's a crazy world we're living in. ESPN is collapsing. Much of the commentators are on other YouTube channels. And Disney owns ESPN. The NFL is just like Gladiators. And what's going to compete with this is eSports. Video games are ticking up a lot of people's times. They're not interested in TV. And as well, I think NFL will always be popular, but it's going to affect our culture. The American culture. There's a ton of virtue signaling in the NFL. You have to recognize this from players. They're living the high life. And the regular tip of the dude is not. So you're not being helped by being a fanboy. There's Gary Van Der Chuck. He wants to be a jet owner.  It's an ego thing to be the owner. You know, you're not really in the ring. You're just the owner. You call the shot. And by these contracts, they are just dumping some of these stars on the streets without money. There's a ton of issues going on with this. It's barbaric. There's concussions. There's brain damage. Here's a good quote. No one buys tickets to watch a morality play. So this is straight up bread and circus as we enter the fourth tourney. And I think this circus is just going to continue. Other type of other games are going to suck. But I don't think the NFL is going to suffer that much, but people will be distracted with these games. And in general, males don't get out into the arena. There's a lack of right of passage. And that is the true game is guys just have to get out there. And I think the NFL is just going to sell the typical male out.  Being a rebel is not watching. And thanks for listening. I won't read this book again. It's the big game. I do recommend it though. It's a good, pretty good book just to read once.


Could you tell us a little bit about like the overlap between autism and PTSD and whether it's different for an autistic person or not? Yeah. So it's interesting, older studies used to think that autistic people experience PTSD at like a similar rate to non-autistic people. But thankfully, there's some emergent research, some newer research that is looking at it. Now it's hard. If you see my infographics, you'll notice that the prevalence rates are like huge gaps. So like I have an infographic on trauma and autism and it's 32 to 60 percent of autistic people report PTSD. That's a huge gap and it's because it's from two different studies and every study is going to have a different sample. So of course it's hard to get a really accurate capturing of it. But what we are seeing is that autistic people are more prone to develop PTSD. So we experience it at much higher rates. For reference, about 4 percent, maybe 4.5 percent of the general population experiences PTSD. So even if it's that more conservative number of 30, that is still like a huge increased risk of PTSD. It's like low population, but a large amount of the PTSD diagnosis are still going to that one. Well, it's not 1 percent, but the minority of autistic people. Or just if you took any one individual autistic person, their risk of developing PTSD would be, I mean, this is an estimate, but like tenfold the risk or potentially higher. There's different theories and I have some of my own theories. You mentioned earlier having a really good memory. I do too. A lot of autistic people have really good autobiographical memory. So if you think about a traumatic event, we might encode it with more intensity, especially if we have hypersensitivities. The sensory experience of the trauma is going to be encoded with more intensity. So that's one of the theories as to why we might be more prone to PTSD. Another one is we have, so I've done, I have a series on this, the neurodivergent nervous system, but we just, we have more reactive nervous systems. What that means is, so we have, everyone has like a window of tolerance and that's how much can I take in, how much stressors can I take in, both from internal and from my environment and stay within a regulated window of tolerance. Still function. Exactly. Autistic people tend to have a more narrow window. So do ADHD, window of tolerance, meaning we more easily flip into a stress state. So that's either hypermobility, so fight or flight stress response, or hypomobility, like that freeze state. So we're more likely to flip into one of those two stress states more easily. So it takes less for us to get into our stress response. And I think that is probably a pretty significant contributor to why we're more prone to develop PTSD after traumas. Our nervous systems are going to have a harder time regulating and recovering afterward. Yeah. And we have higher rates of victimization. So those are kind of the factors and there's more, but those are the big ones. That's, that's interesting about like the more likely to freeze more likely to hypomobility, hypomobility. As you said, mobility, right? Yeah. I might be confusing words there because it mobilizes us for action, hyperreactivity or hypo reactivity. Yeah, sure. So I was thinking joints like. Yeah, I think I was because it mobilizes us for action or we've kind of freeze.  No, no, I do that as well. It's how you think of new things. Yeah, exactly. And create new words. Yeah. But in terms of the hyper reactivity or under reactivity, would you say that that because autistic people, you know, we tend to get into one of two states when we get stressed, we've shut down or we melt down. And what one is very introverted, sort of internal shutting down and functioning, freezing. The other very, very erratic, all over place, lots of emotions, lots of physical movements. And would you say that those, those are kind of like the a good ways of thinking about that sort of hyperactivity? Yeah, yeah. It's the same concept exactly of either shutting down or going into stress states. And there's some research that suggests autistic people may be more, not necessarily more likely to do one or the other, but more likely than non-autistic people to go into the shutdown mode. So there's a study of so there's a study of autistic children who had their blood drawn and they measured cortisol throughout the day before the blood draw, during the blood draw, after they did different measures of cortisol. And they found no surprise autistic children had more cortisol, higher peaks, they excreted cortisol for a longer, and it took them longer to get back to their baseline. But what they also found is that some of those children who were having big cortisol spikes, they weren't showing hyper reactive behavior, they looked calm, meaning they were entering more of that shutdown stress state. So this is what I get this language from Finn Graden, who's a fantastic autistic advocate, full regulation, that this is full regulation, you look regulated to the outside world, but actually your body's in a very stressed state. But it's that shutdown.  And that that seems to be more common for autistic people to do that. I love that word. Isn't it a great word? Yeah, it is. I kind of feel in like a constant state of like, I've got restless legs all the time. It's not like the restless like syndrome, but it's like a mild like that. I always feel sort of was that like my like, there's ants crawling on my bones, or there's like, or something related to energy or something like that. I feel like that most of the time. And I like that way, because I think, you know, hiding, especially when you've had like, anxiety for a long time, it's like hiding that anxiety so well, even though, you know, I could be like on the scale of one to 100, I could be like 60, 70 most of the day. But as soon as I flip into that 80 and above, then that's when it becomes like the fight off light, the shut down or melt down. And for the rest of the day, I kind of just, even sometimes I pay to myself that I'm regulated and just normal, because that's what I'm used to. Cortisol. I've done a lot of research. Cortisol and the amygdala, if we could just put it aside, I hate that stuff. Yeah, I always, I always, that's how I explain to people, I say, I'm okay. My cortisol is just very high. Oh, I love that. I'm okay. I'm like, I love that. That's a great way. Because it's a way of saying I'm not okay, but I'm okay. Like, I'm okay not being okay. Like, I'm like, my body's having this experience and I can tolerate it. Yeah, I love that. I find it very useful to use names for things that cause things, because if you say that I feel anxious, some people, they don't really take that on board. They're saying that, oh, you feel anxious, just like, okay.  People find it a lot easier to grasp that there's this molecule in my body causing me to feel like this rather than me just saying I feel like this.