tired of the everyday grind ever dream of a life of romantic adventure want to get away from it all we offer you escape escape designed to free you from the four walls of today for a half hour of high adventure hundred miles from your own lines waiting for the enemy who will lead you to your destination while the danger to you and your men becomes more acute for if you are discovered the only road of escape will be death so listen now as escape brings you the 13th truck based on the story of captain douglas m smith some of the men called it a joy ride two days before we left headquarters at cabaret egypt sickle to brook sneaked across into nazi hell territory destination the nazi airfield a hundred miles behind enemy lines the joy ride the next 24 hours could turn our army truck into a hearse just six of us and that truck sergeant healy a corporal three enlisted men hush and swanley comfy and myself captain paul ground u.s. army i was the only american in the group the others drafted from comry safe army as a unit we were called desert commandos our business sabotage study desert easy desert sergeant didn't see it captain sorry sir break an axle we're in big trouble listen to it think they was on a blooming joy ride you would uh captain why i was thinking the men been wondering what they're in for this trip well they'll hear about it tonight when we stop that'll make them feel brighter if a man's gonna die it makes it feel better if he knows why captain brown a plane a plane where about eight thousand pick them up with a glass master schmidt pull up sergeant over those rocks hurry covered men and try not to raise any dust what did you get captain now hutchins said to the east don't tear it hop to it with that cover lead got it it's a plane all right i can't tell what kind it's coming this way it's a master schmidt another truck man master schmidt come on let's go sergeant keep it quiet and don't move that the camouflage net will hold him oh that's what it's for we're ducks in a ruddy pond if it doesn't who's moving back there knock it hutchins but stop right over in there you're sitting on it big red ass captain well don't move and whatever you do don't touch that net hey shut your jaw corporal they're all over the place captain he's sickling back hear him sir well i'll check okay jerry's gone come on now what i'll get that net loaded let's get moving we can put in another 50 miles before dark this right i guess we'll be in driving right in the rumbles front yard sergeant healy scratched in an ant under his shirt then turned and hustled the men into the truck and we were on our way again no singing now the corporal stared across the desert from his side of the truck hutchins kept his eyes up where the message was wrong the rest just scraped away at the layers of dust and sweat staring at each other they covered 20 miles 30 zigzagging deeper into nazi territory just before dark we parked in some low-lying hills above the coast highway rommel's main artery of communication and supplied to the front lines it was time to tell the men what they were in for settled on leds captain brown of the word for you all right uh case you're wondering where we are we're right here here no line you're right down jerry's throat there's just a bar intelligence reports say the germans have established a hidden airfield somewhere in this area right here just off the coast highway how do they know that sir well nazi supply trucks have been spotted leaving the coast highway taking a camel trail up into the hills right here now they're supplying something up their headquarters is certain that's a hidden airfield oh that explains all them fighter planes in the forward area you're right well then as i see it sir we're to find that hidden airfield find a corporal and destroy it destroy it sir out go in and dynamite where we get the dynamite we've got it corporal you've been sitting on it for the last couple of days you mean them boxes in the truck our dynamite hey just a 60 batch is going to blow up this airfield by ourselves sir that's a job hudgeon it keeps getting tougher all the time what's that twombly nothing sergeant captain say we find the field how do we get close enough to use the dynamite well close won't do sergeant you mean we're going right into the runny place sir that's right corporal that's where we can do the most damage one more question how do we get inside the airfield we drive in drive in oh i can just see them not his letting us drive into their airfield with a truck load of explosives now as soon as it's dark we move onto that next hill up ahead from there we watch that camel road that comes up from the coast highway we'll rest up there all day tomorrow then tomorrow night after dark we'll leave a sentinel at the top of the hill that'll be you hudgens yes sir then we'll move the truck down and park at a sharp curve within 20 yards of the camel road and wait wait for what sir for you to spot a german supply convoy on its way up to the camel road you're to wait and count exactly the number of trucks in the convoy and the distance separating them yes sir now when you've got that information you come back and report then we wait until the jerry convoy comes around the curve we let all but the last truck pass by and before this last truck comes in sight around the curve we'll cut into the road and fall in line you get the picture now corporal yes sir only well why don't we fall in at the end of the come off it corp and have them jerry's in the last truck gets suspicious when another truck comes up behind them i'm paid to fight not to think sir all right corp then for once you'll have a chance to earn your pay after dark we moved onto the hill overlooking a long stretch of the camel road the short distance from the sharp curve we broke open the dynamite and attached time mechanisms we finished preparations just before daylight the men covered the truck with a camouflage net and turned in for some sleep with the sun it got hot under the net then hotter plus the flies and the flies reminded me of a of another place on a hillside in ohio sandwiches potato salad and a girl dark eyes dark hair laughing and pushing me away i'd forgotten her name i i wanted to kiss her but she was worried about the flies on the potato salad that was her name jane now elaine eileen and she let me kiss her lips cool nice we forgot about potato salad and the flies blasted flies captain oh what's the matter sergeant getting dark sir oh yeah the first time you slept since we left cabrit sir you needed it yeah you were dreaming yeah your wife sir no just a lady friend just something that happened a long time ago sure i remember a bit of strawberry jam in napels it was she turned it bar in one of them places you can never find when you go back she never meant nothing to me funny thing i tried to remember her name never comes to me oh this heat dripping wet i guess we better get the man up in a few minutes the men were up on the truck with packs of dynamite on their backs we left hutchins on the hill to watch for the approaching convoy and moved down and parked 20 yards from the sharp curve on the camel road now we waited two hours passed three four no sign of the german truck convoy what do we do if no convoy comes through tonight sir try again tomorrow night oh five hours still waiting i began to think of the things that could go wrong now i considered the possibility that hutchins might have fallen asleep up on the hill there were patrols scouting the area what if one of them discovered us could be a run for our lives then we need a darkness to get at that airfield and that was only a few hours of it left still we waited no convoy i was about to send the corporal to relieve hutchins when he came scrambling down the hill hey there coming captain carry convoy 12 trucks 12 your positive hutchins i'm positive sir i carried them three times 12 trucks about 100 yards apart average in 30 miles an hour good climb aboard hutchins on your toes man i can't each truck as it passes we move in behind the 11th truck i just thought of something sir what what are they gonna think if they count 13 trucks when we reach the airfield when there were only 12 trucks to begin with well we'll figure that one out when we get to here they come captain first jerry trucks coming around a bend we will return to escape in just a moment but first cbs radio wishes to call your attention to a new five a week daytime show on many of these same stations under the expert guidance of jack sterling this new show asks members of the panel to make up your mind over problems with the psychological twist the first week's guest list on make up your mind included ilka chase wendy berry deems taylor url wilson and vick marcilo former manager of jersey joe wallcott and now back to escape the first truck of the nazi convoy roared around the curve and passed 30 seconds later another one all we could see was two pinpoints of dim light coming at us the dark shadow has passed and a tiny red light at the back of the truck three four five trucks then a command car now what if the number 11 or 12 were command cars they'd stop to investigate the sudden appearance of a truck at the end of the convoy well we take a chance truck number seven eight two more start your engine sergeant yes sir here comes number 10 we pulled out behind the next truck sergeant and no headlights until we're in line right sir here it comes lemon let's go a little faster sergeant dropping back now good only that's number 13 back there corporal we're number 12 now i keep your eyes peeled for that airfield we'll have to do something about the extra truck in this convoy before we get there in the meantime sit tight and enjoy the ride what did you say twombly nothing nothing at all sergeant all right settle back boys and enjoy the ride we'll then jerry's in front of behind us i'll enjoy the ready side more on the return trip i can tell you trouble with you actions you're a stinking pessimist oh serve you ready well right if we're all blown to blazes the following half hour was uneventful we moved along keeping our place in line watching the other trucks watching for the airfield seeing nothing but a small red dot ahead two gray dots behind then the corporal noticed something about those two gray lights behind us they grew larger came closer three of track is moving up on us i think they want us to stop what for how should i know what do we do sir pull up right german's better than mine you do the talking right sir the rest of you keep your knives handy no guns there might be sentries along the road they want to match either of our boys have one uh-oh what's up to corporal gave him his lighter the jerry says it's a french one oh it's okay he covered says he got it off a french major good work corporal okay let's go you've got to catch up with the convoy before they come back looking for yes sir and if we don't spot that airfield pretty soon i'm gonna have conniptions i am we caught up and took our place again we were about to reach the nazi airfield soon so i gave them in their final instructions there was still one truck too many in the convoy that had to be taken care of then we topped the height and spotted a cluster of pinpoint lights up ahead this had to be the hidden nazi airfield i gave the sergeant the order to swerve the truck across the road blocking it i had a couple of you circle around behind them as they reach us hurry yeah they come motor trouble corporal right sir the motor is zusammengebrocken kameran yeah yeah they come sir only two that does it okay transfer everything to the jerry truck fast a twombly you take our truck and hide it in that watery off the road stay with it we'll rally back here no more than 15 minutes from now you got that man got it and twombly this is an order wait here for 15 minutes then start back to the base even if you have to go back alone yes sir just as we caught up with the jerry convoy the truck ahead pulled through the front gate two guards leisurely watched each truck as it passed under a spotlight we moved up slowly in our proper position reached the gate the guards didn't know then we were through the gate and inside we'd made it the other trucks parked about 100 yards further on we pulled up at the end of the line and we got out stalling as much as possible the light over the front gate went out the other drivers were gone now it was quiet and dark we're split up now corporal you and guffy take that side of the field look for planes hutchins you work on those buildings along there sergeant we'll take this side of the field in the hangars right sir i'll make sure you plant that dynamite where it'll do the most good good luck come on sergeant they're the bunker captain three planes all fighters they must be at least half a dozen bunkers along this side of the field with planes in all of them we've hit the jackpot captain yeah now you start at the other end sergeant work your way back i'll meet you here in three minutes right sir i found three bunkers planes in each of them a squat structure with a sign out front octum explosives i poked two loads under that one then a warehouse a bulldozer trucks cars and three barracks buildings from somewhere in the pitch black i could hear voices laughing and talking and i was back at the first bunker and the sergeant moved out of the dark he was smiling planes in all them bunkers and i got a fuel reservoir while i was at it sir good let's get out of here we've been spotted the sergeant cut the guard down before he could pull a rifle off his shoulder spotlights went on everywhere other guards came running then a door opened behind us excited figures rushed out and stopped dead in their tracks when they saw us we stood there face to face with half a dozen surprised Nazi officers the sergeant whipped his machine gun around and they dropped one after another right at our feet all but one he stumbled forward right into the sergeant's arms the sergeant held him as a shield with one arm and right on firing for the main gate sergeant we moved through patches of darkness and smoke dragging the Nazi officer with us the guards were firing in wild confusion and down a strange thing happened as we moved under the light at the main gate the jerry's quit firing at us they were all around us but out of sight silent watching us we made a perfect target but not a shot was fired i couldn't figure it out i i don't get it captain what are they waiting for i don't know maybe it's that jerry officer you got there him you don't look important battle fatigue no rank insignia nothing but that campaign medal well hang out to him just the same don't worry hello what the main gate's closed looks locked yeah how are we gonna get out look there was a staff car parked just 15 yards away we moved to it wondering how long it would be before the guards made up their minds to start shooting again the sergeant got in the back with a Nazi officer and i started the car and headed right for the gate and then we were through let's get away from this bloody place i'm explosive this is going off any second now see if any of them pull out after us i don't think so not yet well the wadi should be up around that bend in the road wonder how many of the men made it back we'll soon find out lights there she goes the sky turned white then red as the shock wave crashed against us the car's work from side to side the shells from the amulet and screamed in at us from every direction tearing the landscape open everywhere i could hardly hold the car on the road and moving finally the road curved around a hill offering some protection from the bomb parking the explosions did we do all that sir looks like it that was meant for you prince hey come back here you what's wrong he's trying to jump i don't hold him oh he's gonna wait put up i'm gonna after now it's too dark never find him now anyway lost we found the men waiting at the wadi they piled into the nazi staff car and there were six of us again yep all six operation completed and we didn't lose a man we still had a long hazardous drive back to our lines but it was different now it was going home i drove and sergeant sat next to me he was brooding about the nazi obviously cheer up sergeant maybe you can get yourself another on the next raid i suppose well anyhow i got a souvenir part of his jacket too ever see a gerry medal like that before captain i haven't oh yeah that's that's what's the matter sir holy what's the matter you you got this off that officer yes sir what do you know what it is no sir well it's the hitler night's cross hit the night's cross yeah the furthest personal medal there's only three that he's ever given out oh sir three garying got one one for van runstedt what about the other rommel take your pick sergeant which one of them did we have the direction of antony ellis escape has brought you the 13th truck adapted by gusts bays from the story of captain douglas m smith as told to sesil karnes starring hi ever back as captain brown with richard peel as the sergeant featured in the cast were alistair duncan charlie lung alec harford and jack crucian this special music for escape was composed and conducted by leith stevens next week you are the subject of an experiment an experiment to make you the most powerful man on earth while if it succeeds from that moment on you will be forever locked in a world from which there can be no escape so listen next week when escape will bring you Irving Reese's extraordinary story the man from tomorrow a sensational trial of old san francisco in 1870 will be your crime classic on cbs radio tomorrow evening the title the incredible trial of laura d fair it's a long title but whether you have a short or long memory don't miss this exciting story of mrs fair's incredible trial dramatized by cbs radio on crime classics tomorrow evening over most of the same stations this is roi roan speaking and remember there's action as the policeman really finds it in 21st precinct tuesdays on the cbs radio network


Purpose of this exercise is to help meet some of the training requirements for our gunners to make sure that they're proficient in firing a Stinger missile, also incorporating quick reaction drills and support by fire positions utilizing the Stinger Cal. In the event that uh that there should ever be a time where the United States has an air threat against them or we have not yet established their superiority, we want to make sure that we have gunners on the ground that are able to eliminate that threat. Out here today we utilize both the Stinger missile and the Stinger Cal of Ortinga. The Stinger missile obviously for air defense we're able to eliminate any air threats that were coming towards our simulated convoy by utilizing quick reactions. We also have the Stinger Cal out there for any ground threats that we had simulating a support by fire type position while the Stinger came engaged in the aircraft. It's always good to get a real miss on your shoulder, an opportunity to actually fire even though they are remote control aircraft it is still an aircraft flying up there and it lets them go to the fundamental to firing that missile. I'd say the biggest thing that they've gained is the experience, the ability to actually feel that adrenaline, be able to pull that trigger and actually watch effects on targets.


Staying in Section 8A, Winimack beveling Blackduck. First half, Patriots up four and adding to it. Micah Olson tickles the twine from three, Winimack goes up six. Later lead up to 11, Brecken Lindberg goes to work inside and drops home the deuce to push the Patriot lead to 13. Then on the fast break, Olson misses the easy layup, but Alec Kicker cleans up for three points the old fashioned way. Patriots go up 16, they lead 52-18 at the half. And they win 74-329. If you've enjoyed this segment of Lakeland News, please consider making a tax deductible contribution to Lakeland Public Television.


So where do these postulates come from? Well the relativity principle seems reasonable enough, right? If I get in a car and go for a ride, I don't expect the laws of physics to suddenly change. But what about the second postulate? Well the laws of electromagnetism actually predict that light should travel at a particular speed. Scientists used to believe that all of space was filled with an invisible fluid called the aether, and light travelled as a wave through this. Now if this was true, the aether as a fluid would flow, and if it was flowing in this direction, as any light travelling in this direction would be carried along by the fluid and travel faster, as opposed to if it was travelling in that direction. In 1887 however, a famous experiment by Michelsen and Moorley measured the speed of light in orthogonal directions, in this direction and in that direction. To their surprise, they found that it was the same. Speed of light didn't matter in which direction you shined. Now this spelled the end for aether-based theories, as this and future experiments showed, that even if the aether did exist, it would have no measurable effect on the physical world around us, so there would be no point talking about it. Ultimately, acceptance of the postulates comes down to experiment. However since the postulates and special relativity were first put forward, not a single reputable experiment has ever contradicted either of them. And because of this, it seems reasonable to build a theory using them as the basis, and we can be happy with this until such a point in the future when an experiment is performed which contradicts either of the postulates.


We demystify what goes on behind the therapy room door. Join us on this voyage of discovery and co-creative conversations. This is The Therapy Show behind closed doors podcast with Bob Cook and Jackie Jones. Welcome back to episode 113 of The Therapy Show behind closed doors with the wonderful Mr. Bob Cook and myself Jackie Jones and in this episode we're going to be talking about a really exciting topic Bob. You're looking forward to this one it's love and hate in therapy or in the therapy room. Absolutely a very common emotions in life and mirrored in the therapy room. Yeah you know like I was just going to start by saying I've got as you can all see oh can't people can't see me of course but if you're on my YouTube because I've got a blue t-shirt on very close to Manchester City Colours it's off with his football again. Now when I go and see them in the in the sort of two hours on there I can go through a whole myriad of feelings of love and hate so anyway so let's talk about it in the therapy room. My dad always used to say I think I mentioned this in the last podcast that my dad always used to say that there's a very fine line between love and hate and I never really understood that as a kid but once I was an adult I was kind yeah that makes sense. Yeah love and hate are very intense emotions. Absolutely and specifically in romantic relationships specifically in family relationships sibling relationships. Yeah the most important thing I can say here that they are both very intense emotions yeah and obviously they're played out in life and they're played out in the therapy room as well. When clients come to therapy they are dealing with intense emotions and often the intense emotions in this case we're talking about love and hate can get played out very much with the therapist and projected onto the therapist and actually therapists can also have tender feelings towards their clients and be exasperated with clients. So love and hate is really very common in the therapy room. Yeah. Do you experience them do you experience it that way I mean both ways in fact. Yeah I've never really thought about it but like you say I think you know having different emotions whether I'd say it's love and hate in the therapy room but definitely different feelings around affection and you know I don't know connection with the clients and then maybe feeling frustrated or like you said exasperated with another one. So yeah the and the mood can shift quite rapid I think in a therapy session as well. Absolutely and we could say there's a continuum if you want to look at that way from frustration to irritation. That's how it feels more for me that there's a continuum of negative and positive emotions let's say yeah. Yeah I'm a transaxon analyst and I mean you are so if we think of this developmentally we're thinking of the younger self or child ego state. Yeah the one person moves into their child ego state or their younger self they often getting in touch with quite primitive emotions. So for example a young child may easily say to their mother or father I hate you because you didn't bring home the ice cream I asked for I hate you because you didn't buy the present I want and then about you know I don't know not long after they've calmed down and then they say you know I really love you I mean if you go and buy me that present I asked for so they can switch very quickly between very tense primitive emotions of what I'm calling love and hate here and as we get socialized and grow up if you like go through the teenagers we'll talk about in a minute yeah romantic hate and love if you and they grow up they start to dilute those words yeah and they use then words you know like where you're talking about here frustrated or fondness or kindness you know they becomes a moderation of language however if you go beneath that for a more child-oriented state often the language of hate and love is there yeah and like you said that in the therapy room you know one of the things that I often do is look at the ego states and where they're coming from and like you say if it's strong emotion they're usually coming from a younger part yeah and you know that that love whether whichever way you're interpreting it you know it it can be around looking for recognition and validation in the therapy room from the therapist as well yeah and when they don't get it and get very disappointed yeah under the appointment can often be dislike under the dislike can be I'll use the word quite deep primitive hate yeah and hate simply means an intense emotion of disappointment irritation if you want towards the other it's it's actually you know towards the other person yeah the innate object when people use the word hate they don't say well I hate my car or you know they're talking usually about another person and certainly particularly when we're working developmentally in the transference with the younger self clients can feel intense feelings towards their therapist such as love and in the negative transference hate yeah so what do we do about that do we do we challenge it in the therapy room do we I know we explore it do we do we question it I often ask clients you know how would I know if you were feeling any emotion like how would I know if you were angry at me I've never really asked them what would I see if if you hated me or hated therapy or hated something oh right um what's the question I've got that statement but what's the question would we I don't know whether we challenge it in the thing would is it something that you would bring up in the therapy session okay let me take a statement I think love and hate is always there okay now it may be as as we're dealing with adult eager state for example the age they are in the room they may use words like invitation amazing may use words like frustration they may use older words more sophisticated words but if you're going to work developmentally with the child younger self aggressively when you're working say with the mixture of feelings let's take of love or idealization or desire of the towards the mother that they never had that can quickly turn to disappointment and under that underneath that extreme dislike or even hate because they feel so let down yeah so disappointed so hurt so the three-year-old the seven-year-old could easily go to those real intense primitive feelings of hate underneath the disappointment or love uh at the desired object they never had when you're working with the younger self aggressively then you're working with primitive feelings often yeah which are intense that that's that's the nature of them isn't it yeah so if we're working developmentally with the younger self we will be covering usually very intense emotions yeah so so the feelings of love of hate usually at the idolized or disappointed other is often very cold which in the therapy room are you saying that same to us as a therapist often because in the transference if you step into the transference you are in inverted commas taking the place of the object of yesterday okay that's that's a lot for us to carry in the therapy room it depends how you work Jackie you see if you're going to work developmentally in the regressive process towards integration and taking back the disowned fragmented parts of the self within the transference then these are the sort of primitive emotions which are going to occur is it a burden I think if you've got a contract for transferential work I see it as part of the therapeutic process which I've been trained in I don't really see it as a burden and less we're talking about really disturbed primitive objects which I then take personally rather than professionally yeah for example if hatred is directed to me within the transference my younger split-off part of the self then that's a professional process I understand it professionally you know it's not that I suddenly that somehow take that personally because I understand it's not me that they're directing that emotion out yeah yeah and I think that's different from uh you know if I wasn't the therapist in that moment working developmentally aggressively if I'm Bob Cook and from their Easter they start projecting hatred that I haven't made them a cup of tea or I haven't opened the door for them or something like that that's a different absolutely different process and I'd be taken back unexpectedly because I'm not in the transferential therapeutic contract that we wait for okay so when I work aggressively I don't take that burden of responsibility you're talking about because I've got a contract where I'm working specifically different way now if we are then move away from the regression and the developmental process I'm talking about and we're working adult to adult say in the therapeutic room and then there's a sudden outburst then that's a different story for me I see differently okay see I was thinking more about when when I looked at the topic of this I was thinking more about you know playing out the the script patterns in the therapy room and things and being kind of I don't I don't know manipulative with emotions in the therapy room now this is very important do you mean okay do you mean the psychoanalytical word of manipulation because if you do that is manipulation unconsciously yeah yeah yeah absolutely yeah by the clients to manipulate the therapist to confirm their life script yeah and that's very common projections yeah so if you think about it all right think about in terms of neglect let's pick something neglect yeah the client that's been very neglected they're full unwanted they feel as if they don't have purpose in life they feel worthless they feel lack of self-esteem they wonder what's wrong with them because their mother and father or whoever neglected them and therefore as they continue in life they decide there's something wrong with me and also you know the world's against them etc etc so they then look for relationships where they can play that process out confirm their identity sense of predictability and they project on to their new romantic relationships that you're always going to neglect me yeah or they're unworthy of love or they're unlovable or something along those lines yeah yeah by definition they will attempt to manipulate the therapist to confirm what they think about self-life and other people yeah now the service job is unless they want to move in the transference and go developmentally the therapist job is to stay outside the transference be aware of the manipulation and help the client understand what is past and what is present yeah absolutely that's what I was thinking about and you know yeah look it's unconscious or whatever but looking you know whether they're being criticised or rejected or you know whatever it is in the therapy session and being kind of super sensitive to anything that comes up for them like that and then you know they either feel loved or hated in that session and that can dictate well Jackie you know you know Jackie you know you don't love me anymore and I know you don't love me anymore because you didn't make me a cup of tea you made Jackie you made John a cup of tea you didn't ask me if I wanted a cup of tea and I don't love you anymore I think you actually hate me I think you hate me so I'm going to leave therapy now goodbye yeah absolutely well you've not asked me about my weeks being or whatever yeah that's the rage of the five-year-old not the 39 year-old yeah how you respond is crucial absolutely crucial so how would you respond I'll tell you how I would respond I'll tell you how I would respond respond to the person I understand you feel that way and I'd like you just to come back into the room or can or let's talk about this in a dialogue and I want to help you understand the difference between perhaps what was missing yesterday and your intensity of feelings on me today is probably how I might respond yeah I think I'd ask you know for them to maybe identify or look at the feeling and see when you know they've felt that feeling before when they felt that way before and what was going on for them then or or something along those lines so you're doing the same thing yeah yeah exactly the same thing is helping them understand where their feelings have come from which are so intense in the moment yeah so you're helping them distinguish between past and present and the next step is is this familiar for you in your relationships today when you feel so discounted or hurt yeah I have had clients were and it's it's hard as I'm saying it now I'm thinking was it me or was it them I don't know but were I've kind of felt like they've tried to get me on the back foot in the therapy session like they came with a mission to direct me down a certain route and if I'm not prepared to go there then they don't like it if that makes sense yeah what they do is the up the stakes yeah and I physically felt that in the session yeah yeah your job as a therapist is to help them understand whether this what is happening between the two of you us now in the room yeah is it familiar yeah so anything in your past and help them put the two together yeah because then can they move forward absolutely absolutely and when I'm talking with clients about you know a game playing and things like that I think they think it's a conscious thing that they're doing and it's like no this is not this is not a conscious thing this is you know an unconscious replaying of something that we all do yeah so you've got many ways to do this you can invite them back into adults to have an almost adult to adult discussion with the focus being educative therapy yeah those two together yeah or if you are a therapist that has the contract to work developmentally and aggressively you might step into the transference and say you know when you talk to me like this who are you actually seeing and relating to is it me or is it somebody in your past which has treated you in such a familiar neglectful discounting way yeah so you lower your voice because you're going towards the child eager state your language becomes more intense and slowed down and you aim it developmentally at the child eager state the younger self where your client has moved to because that is where the healing is in my opinion yeah like many different ways but one thing I do know is the primitive emotions of love and hate will so easily be projected onto the therapist if the client moves into the younger self to replay the script which may be so destructive to them in the here and now and it's the job of the therapist to help the client heal from that fragmented process and I think needs to go back to where first started yeah yeah and it's individual for each client as well this is I find this bit interesting that how how they need love showing to them is different for everybody you know whether it's doing something for them or the words that you use or being empathic or caring how they receive that is different for each client does that make sense yes and no okay because I know for me I feel start with tell me along the way give me some examples for me I know I feel loved when I feel like I've been seen and heard and how and what needs to happen so give me an example of that when you say see when you've been seen and heard what do you mean it's very difficult to pinpoint it but over the course of a relationship it's when people remember certain things like I've I've impacted on them in some way they know my likes and dislikes and things like that if that makes sense mostly why I said yes and no it's mostly this goes back to the misattunement of the significant caretakers with the infant yeah that's why I said yes because its similarity is the the actual misattunement in their earlier years and then when I said you see that's what I think this is about now at the same time in a different polarity everybody has their own unique history yeah the relationship with their significant others which will be different from other people and at the same time we all have similar themes discounted neglected yeah yeah that's why I said yes and no yeah yeah so for me I'm really conscious and put an awful lot of effort with my clients that they do feel you know seen and heard and like I've listened to them and I've taken things on but you know remembering significant dates for them and things like that it's quite important for me that they feel hinted for in the therapy room yeah one level great Jackie fabulous by the way because I think that shows a great sense of thinking about them a great sense of your class being important to you I like all those things and you can never get it right for your clients because not the original caretaker yeah yeah yeah and I'm not perfect so I'm not going to get it right and I will miss things absolutely yeah and when you and the cure is that when you miss them you say I hear that I didn't pass the handkerchief to you when you were so hurting is this similar in any way to the herd from yesterday yeah so it's interesting and as you're saying that it kind of reconfirms that every opportunity in the therapy room is an opportunity for therapy if that makes sense whether we get it right whether we get it wrong whatever it's always an opportunity always I was known as a therapist and I still have as someone who works developmentally going to the child ego state at every opportunity yeah yeah and so the work I do is a lot in the child ego state and you are completely right everything that happens in the therapy room is grist to the mill yeah get back to the herds of yesterday which get played out in different ways less dramatic usually in the here and now the therapist yeah and I've been witness to that Bob in in the training that we did with you I've done one of your three-day therapy marathons and I've not only been part of it myself but I've witnessed it with other people that the the magic that occurs when you do that I can remember once and I'm sure I've mentioned this in a podcast 12 months ago or whatever literally sitting on the couch with you and all you did was move the box of tissues closer to me and the effect that that had on me was unbelievable and I still to this day have no idea why because it's an invitation to your childhood it's an invitation to the younger part who were who was so missed yeah and it hits it hits literally but something what you know when I'm in my adult something that's so simple as moving at a tissue box a little bit closer had such an impact on me in that moment yeah so when we get on to the podcast title which I've given you uh I don't know nor get on to it which is called tissues and tea in the psychotherapy room love it about this I've sent you the title I think I don't know nor get down to tissues and tea in the psychotherapy room and this is what I'm talking about now you're a master at that bog different therapies work different ways I was always trained to work this way and I've developed my own stuff and I still do these psychotherapy intensives by the way I've got one coming up in you know long I do three a year and of course I'm mainly a supervisor now I miss those therapy intensives when you know I'm talking about them in the podcast which we're doing now but that's how I see love and hate they're very primitive emotions with intense feelings which are usually really war in our younger selves get played out in different ways in the present teenagers teenagers that first romantic love that real intense emotion I'm not talking about the romantic love I'm sorry the mother three-year-old relationship I'm talking about the romantic girlfriend boyfriend boyfriend boyfriend girlfriend what those adolescent first loves they are such strong intense relationships aren't they yeah absolutely which can switch so quickly yeah when they get so disappointed I hate you you didn't phone me at 10 o'clock last night and I stayed up till 10 15 10 20 and you still don't phone me and whatever you do I'm never going to speak to you again yeah it's very black and white that's it is total I'm never ever ever going to speak to you again oh I'm so sorry I was just I was just talking to a friend of mine I'm so sorry I will never do it again well you're never better again but you know I love you after all don't you yeah there's the intense there's a switch of the intense of primitive emotions between love and hate which are often played out in the therapy room especially with therapists who work developmentally with the younger parts of the self in the service of healing yeah and helping the client understand the difference between or similarities between past and present it's a really good topic yeah it's one that I don't really think about that much but it's it's definitely in the therapy room a lot yeah because what you said early on this podcast and I saw complimented on me you said you were a therapist that thinks about your clients that thinks about validation thinks about chewing and thinks about not repeating history and actually not only will you repeat history because they have to have you repeating history to actually get some healing and you cannot get it right and in fact in many ways the opportunity comes when you don't get it right yeah I agree yeah no it's true and it's about using that as as an opportunity in the therapy room not necessarily getting it wrong on purpose but when you do to use that in a positive way yeah by the way you might want to get it wrong when you know the young the client who's from their younger self idolizes you because you are providing a recorrective experience for them okay you might want to get it wrong to help them get in touch with the other side of this which is the disappointment the when somebody's not perfect and somebody like all parents aren't perfect no absolutely and they're not perfect when you're not perfect and help them understand this but you'll need to go to the child first to do the healing in the process so you are right you're absolutely right the opportunity you need to look out for the opportunity to see to see when the manipulation or to see when you haven't matched up in the therapy room which inevitably will happen yeah yeah yeah that's what you need to look out for so we've ended up oh I don't if I hate you or love you jack in this moment but I'm quite happy to end the past time okay don't bob until next time when we will be looking at working with loneliness as a condition oh gosh I look forward to that I think okay don't until next time Bob bye you've been listening to the therapy show behind closed doors podcast we hope you enjoyed the show don't forget to subscribe and leave us a review we'll be back next week with another episode


Welcome to EDUCAUSE exchange, where we focus on a single topic from the higher ed technology community and hear advice, anecdotes, best practices, and more. In 2020, when everyone was at home, higher education instructors and instructional technologists were facing a daunting task, moving a massive number of courses online, put into stark relief the diversity of students' needs and access. The inequities and challenges that the pandemic brought up really caused instructors and administrators to rethink how they delivered courses. Forcing everyone to emergency remote instruction made them think about where their students were in physical space, some of the challenges that they had accessing course materials, and some of the ways that the in-person course infrastructure didn't lend itself or needed additional tools to support the online learning modality. And with that, issues and principles around diversity, equity and inclusion quickly became a higher education imperative. We had a conversation as a group of instructional designers and decided at that time that what we needed to do was to produce something to support instructors and faculty. That's Kim DeBacco, senior instructional designer at UCLA. She's part of a working group from the University of California Instructional Design and Faculty Support Community. With the help of resources from Peralta Community Colleges and the University of Wisconsin-Green Bay, Kim and her group responded to these challenges by helping to put together a DEI course redesign rubric for instructors and faculty. The University of California DEI rubric is organized into eight dimensions, which we identified out of our original checklist, and the first dimension is focused on the syllabus. I mean, a lot of work's already been done out there, I think, in faculty development around diversity, equity and inclusion in the syllabus. So we were just identifying strategies that exist and bringing them together into the rubric. The syllabus is an important part of the list because sometimes it's the only point of contact or consult that the instructional designer might have with an instructor. Nick Matos is senior instructional designer at the University of California, San Diego and also part of the working group that put together this rubric. He says there are a couple of important things to remember about designing a syllabus. With the syllabus, we want to make sure that learning objectives are clearly stated because that plays into almost everything else about the course, you know, that the content and the assessments are then aligned, that things are done intentionally within the course and it's not just sort of students are thrown into the deep end so that things are well thought out. And then the other important thing about this topic, I think, is we're seeing a lot more statements of inclusion or recognizing that student populations are diverse and that that's valued in a course, that we can learn something from other people who have different experiences than ours. Out of number one, those are the sort of most critical concepts. I should mention here that we're quickly covering each of the eight dimensions in this rubric over the course of this episode and the next. But if you'd like to read more about the list, check out their article from Educa's review entitled, A DEI Course Design Rubric, Supporting Teaching and Learning in Uncertain Times. We'll provide a link in our show notes to that article. Folks are encouraged to use the rubric as needed at their own institutions and practices. Dimension number two on the list is student support. It states that all learners should have access to academic and student support services throughout the course. This includes ideas like providing not just access to general support, technology support and resources for students with disabilities, but also soliciting feedback from students and providing clear pathways to access those needed resources. Nick Matos says the student support dimension also acts as an overarching category within the list. You know, a lot of these things, if we were to categorize them, you know, there's definitely some that relate to building community or learning communities in the course. And so this one, again, is critical to make sure that students feel that the instructor is available to them, that they have the tools that they need to succeed and that there's also two-way communication, you know, that it's not just instructor to student, but it's student to instructor as well within the course. Higher education, teaching and learning, obviously, has become higher education, learning and teaching. We have a greater focus on the student learning experience that's come in both bottom-up and top-down in the research. And we're seeing a lot of interest in the student learning experience. And so student support is critical. The third dimension in the rubric is content and engagement. This is an area, you know, as instructional designers, we may not have as much to say about the content of the course that's left to the instructors, the subject matter experts. But this is just to start that conversation about, say, representation in the types of content that are being chosen for a course or recognizing, you know, if there isn't a diversity of opinion, why that is. So being upfront and saying that this textbook or, you know, this resource is important to this discipline and maybe recognizing that it is written in a certain viewpoint or that it doesn't recognize diversity. So covering one of those two things, again, trying to let students see themselves in the course through the content that you're choosing or, again, recognizing where those gaps exist and being upfront with the students about that. Kim DeBaco says another aspect of content and engagement to consider is the design of learning activities. How do we design a good discussion forum? What's a good forum prompt that's going to invite different experiences, multiple perspectives on a particular topic? Can we learn from the experience of international students and students from different cultural backgrounds? Becoming more aware of the assumptions we make about how students learn, but perhaps we can try new strategies that support different styles, different learning styles. Fourth on the list is building relationships. Like most of the topics in the rubric, this one relates fundamentally to every other dimension we're discussing. The instructor builds relationships with and among students to promote community building and academic success through opportunities for holistic social and emotional growth. Points of consideration around building relationships includes ideas as simple as the instructor creating a welcoming environment for students, many of whom, if you remember, were feeling particularly isolated during the pandemic. Also getting to know students individually if the course is small enough, soliciting respect of students' individual communication styles and encouraging collaboration. How do we get students to engage in collaboration? Do we think collaboration is important? What kind of knowledge might we collaboratively build? But it's new for some instructors. A lot of instructors need support. They need time to practice and try out group work. Group work is a classic. Oh, I tried it and it didn't work for me. Sometimes with these practices, we have to work over time. We have to be persistent. We have to go back and try it again with a tweak. And that takes a lot of experience and practice, I think. It's not something you can do immediately. That gets us halfway through the DEI course design rubric. We'll cover the second half in our next episode. In the meantime, if you'd like to learn more, we'll provide a link in the show notes to the EDUCAUSE review article, DEI course design, supporting teaching and learning in uncertain times. For EDUCAUSE Exchange, I'm Jerry Bain. Thanks for listening.


This is Coach Mack. Welcome to this week's Beneath the Surface, powered by Microsoft Surface. This week we're going to look at the great connection between quarterback Ryan Tannehill and tight end John U. Smith. Very, very instrumental with two touchdowns in this game. Very, very critical to the Titans victory. First play we've got here is the first play from Scrimmage. Todd Warsh, the defensive coordinator for Jacksonville, is geared to stop Derek Henry. This is an eight-man front. The safety number 29, Josh Jones. He has John U. Smith, man to man. John U. puts his hand on the outside linebacker, draws the attention away from himself as a receiver. The delayed block allows him to get out off of the play action. Josh Jones gets completely lost within this play. He starts to try to move to the middle of the field. John U. goes free down the football field. Tremendous pass protection off of the play action protection. Taking advantage of Todd Warsh, the defensive coordinator, stacking the line of Scrimmage to try to stop Derek Henry. Now where we are, we're second nine. The ball is on the plus 13. What we're looking at, this is 11 personnel. The Titans move John U across the formation into a nine ball stack. Jacksonville is in locked zebra. They're man to man. The point is locked by the man on the point. Wingard has come across with John U in man to man. So watch everybody clear out to give John U a lot of space in the middle of this nine ball stack to work the option route on Wingard. Fakes inside, great chemistry between Ryan Tannehill and John U. Smith. He knew John U was going to fake inside. A lot of area to work with off of an option route. Throws it, touchdown, Titans. Great start to this football game. Our final play, third and fourth from the four. Now what Jacksonville is going to be in there in red two. Cover two, but for the red zone version of it, they're going to have a spider drop. They're going to rush three men. They're going to drop eight. Watch the left defensive tackle drop out. He's going to try to get a jam on him and then be able to let the linebacker pick him up. John U chops run through the jam by the defensive tackle and then powers and runs over the linebacker trying to make a tackle on him. This is a really a good job of recognizing red two in the red zone. Knowing that John U Smith is going to be able to get away from this spider drop by the defensive tackle, Ryan Tannehill is going to deliver a bullet to him, give him a chance to drop his shoulder, go same foot, same shoulder, run over the linebacker, touchdown Titans. Two big touchdowns in this game for the Tennessee Titans. Very instrumental in their victory.


A little bit of breaking news. Javi has revealed he will step down as Barcelona head coach. I've defended Javi way too much recently. FC Barcelona is in a terrible spot and we need to have an honest conversation about Javi, his team, and his future. And hopefully at the end of this video we all have a little bit of a better idea about what our Barcelona manager situation should be moving forward. 16 goals conceded in 5 games. That is unacceptable. Sure, we can't exactly pin all of it on Javi. There have been a lot of terrible player performances. Niaquipena, Frankie Dayong, João Cancelo, even Arraujo, and Kunde are at fault here. But at this point in the season, there's really only one person you can hold accountable for that, the manager. So should we sack Javi? I don't really know, because I don't know if Javi is the type of coach who is good at experimenting. The team desperately needs experiments to succeed in the Champions League, because honestly that's the only competition that is realistically possible right now. And I'm not even saying to win the Champions League, just to make a run. Do something impressive. Give the fans something to hold onto and to hope for. But to do that, the side can't perform the way it is right now, so a system needs to change, because these players aren't changing. However, I don't know if Javi is the type of manager to be very good at experimenting. We saw in the Villarreal match, the fact that Javi left Robert Lewandowski in there until the 77th minute is outrageous. And it's offensive. I don't understand why you play Robert Lewandowski that long. Robert Lewandowski shouldn't have even started that match, and he needs to be benched. Maybe to play Ferran Torres through the center, because we saw a lot of promising work from him, or Viterroque, or Marquee, literally any of those options are great. Play Joao Félix through the center and see how that works for God's sake. Try something new. Something needs to change there. And then on top of that, maybe we could address the left-back position too. Hector Ford is solid, but Joao Cancelo clearly is not ready to play there, so something else has to happen because Hector Ford can't play every match. So maybe when Rafinha comes back, you could try Rafinha there. He might not be the best defender, but he is solid defensively, and he can't really be any worse than Balde was this season, because Balde wasn't exactly a defensive marble, and Rafinha is at least as good as Balde was going forward. I would say he's a much better crosser, in my opinion. So it's an experiment that could prove fruitful for this team, but it has to be attempted. On top of that, this midfield needs to change. We need a proper CDM. Okay, whether that's, well, it's not Frankie Dayong. We've made it clear it is not Frankie Dayong. Otherwise, we probably wouldn't have conceded 16 goals in five matches if someone else were there besides Frankie Dayong. So either play Romelu and don't sum him off at halftime, or try Christensen there, or maybe even give Marc Casado a shot. Something has to happen, because what he's doing is not working at all. In Chaby's system, it does not work, okay? Frankie Dayong, Pedri and Gundo, all sharing the defensive responsibilities, does not work. They are not good enough to do that, and it restricts all three of them from doing the best thing that they're good at. And get Ferdinand Lopez into this squad ASAP. He deserves playing time. He looks good, and he brings an energy the squad doesn't have, even with Pedri in, because Gundo is just too slow on the press. He can't do that right now. And Sergio, I'm not even going to mention Sergio Rivera, though. Ferdinand Lopez deserves minutes, and the fact that he isn't getting any is wild. And after the VRL match, it's clear we need to experiment a little bit with our goalkeeper. And Jacqui Peña, whoo, one save, five goals conceded, okay? He's useless. He is non-existent on one-on-ones. And I'm sorry, Jacqui Peña. I know it's a lot of pressure to put on yourself, but it's clear you are not in FC Barcelona, a top tier goalkeeper. You shouldn't be playing these minutes for this team. I'm sorry, you're just not good enough. And that's a fact. I don't like being so mean to these players, but he isn't there. So look, I know Astralaga isn't amazing either, but he can't be much worse than Peña. That's all I'm saying.  He's a little bit taller than Peña. See, what's the worst that can happen? Knock on wood. And the reason we need all of this experimentation and all of these changes is because there is potential left in this season. If we make a run in the Champions League, yeah, it's optimistic, whatever, it's still feasible. Napoli is terrible right now, okay? So are we. But Napoli is just as if not worse. They're at 9th place in the setteeah. So look, we can beat them and then who knows who we're gonna get matched up against next.  And this squad as it is right now in Chavi system with these profile players is not good. It doesn't work. It doesn't work at all. We need changes and either that's gonna come with Chavi giving in and experimenting like I told you, either with those profiles or potentially with a new system or we bring in a new coach. Chavi out. I don't know. I feel bad because I think if we introduce a new coach into this Mets, it's a ton of pressure on him because everybody is already so inflamed and angry that I think it might be better to have it all taken out on Chavi, kind of let him be the dummy for it. And then at the end of the season, let somebody start anew. That's literally where this has come to. So all of this was recorded immediately after the match before we knew that Chavi was going to forfeit his job over the summer. No matter what happens, even if Barcelona wins the Champions League. So now that we know that I'm actually more encouraged right now because I feel like that gives Chavi a little bit more leg room to play with freedom and coach with freedom. Maybe he makes more experiments and he tries a few different things out that he wouldn't have if he were worried about his job. But now he just really wants to set this team up well to perform next season. What he does this season isn't that important. And I literally think now he's turned himself into a martyr and will take all that risk, all the fire for the season out with him and let somebody to come in this summer without any issues. And I don't think the board will fire him after this. So I think it's actually a good thing. I'm not saying I think he can be experimental. I know it's feasible. It's possible it's out there, but he's shown recently that that might not be him. He's played Lewandowski a little bit too many times for me to be confident in that being possible. But on the other hand, I think on new coach, it might even be worse because you don't want to throw somebody into this dumpster fire and just let them burn. So what do you guys think? Do you think Chavi's the guy? I don't necessarily know. Also to be fair, I think Chavi will do a better job than a new coach will at managing these young players minutes, especially Luminumal. At 16 years old, he already seems to be being used a little bit more than I would like. And so hopefully Chavi gets a little bit better at that, even though we're seeing Luminumal reach an incredible level right now. It's not worth risking him and starting him and playing him 90 minutes every single match like he has been the past three matches. Hopefully Chavi doesn't continue to do that. But I think Chavi will be smarter with that than maybe a less experienced coach who has not played as much as Chavi has would. Also at the top of the description and in the comments below is going to be my second channel where I'm going to upload a little bit more casual videos like this one. I know this wasn't highly edited. I just had to pump it out really quickly. It's going to be more stuff like this or some tier lists and things like that. So check it out. Help me get to 1000 subscribers. And yeah, thank you for watching. And I'll see you in the next one. Vizcabarsa. Peace.


Okay, hi. So my name is Madhav. I'm one of the tech leads for Sick Contrabex and we'll do a round of intros, but we are gonna talk a little bit about lessons from community growth, sustainability, and a few things we've learned along the way, as we've seen in Contrabex. So who are we? As I said, my name's Madhav. I'm one of the tech leads of Sick Contrabex. I have with me Priyanka and Kesslin. So Priyanka, do you wanna? Hey, everyone. My name is Priyanka Sagu. I work at Suze as a Kubernetes Integration Engineer and I'm also one of the tech leads for Sick Contrabex. And I'm Kesslin Fields. I'm a developer advocate at Google Cloud where I focus on GKE and open-source Kubernetes and I'm also a co-chair of Sick Contributor Experience and a CNCF ambassador. All right, so before we start, right? Just a call to help. We need help migrating proud jobs to community clusters. If you're interested in that sort of thing, if you're into infrastructure management, development, migrations and all of that, check out the issue that's linked there. We definitely need all the help we can get. So that being said, this is the title of our talk. It's kinda long. So we thought it might be a good idea to structure the talk around the title itself. So that being said, let's start off with what is Sick Contrabex? One of my favorite things, Madhav. Thank you. So first off, one of the first questions anyone asks about getting involved with Kubernetes is like, how do I get involved? Where do I get involved? And an important thing to understand about Kubernetes is that it breaks down its work into special interest groups, which Contrabex is one of them. There are many. And then work is further broken down into sub-projects. So the way that Contrabex gets its work done is through these sub-projects. And we're gonna list them. There are a lot. I went to two other maintainer track sessions today and they had like four each and that was just all they talked about. We can't do that. So we have the community sub-project, the community management sub-project, the contributor documentation sub-project, the dev stats sub-project. So community and community management, community is all about the overall community repo, community group documentation operations, management manages operations and policy for upstream community group communication platforms. Like, yeah, we'll get to it in a second. Rights and maintains, the contributor documentation group writes and maintains documentation around contributing to Kubernetes, also one of the first things that people ask about. And dev stats is, I feel like little known, but a great resource for understanding the Kubernetes community as an at a glance through numbers. We also have the election sub-project, which is a new sub-project and oversees running elections in the community. It also maintains documentation and software that is used for elections. It can be used beyond Kubernetes. I don't know if it actually is used by any other projects, but it can be. We also have events for contributor focused events like the contributor summit that happened here at KubeCon and happens at each KubeCon. GitHub management, which does all kinds of things with managing how Kubernetes works on GitHub. Kubernetes is huge, so that's a huge job. Mentoring, helping new folks get involved with the project, lots of things that we have to do there. Slack infrastructure. Of course, the Kubernetes community operates on Slack, so there are all sorts of tools and automation as well as moderation for Slack.  Next. Let's talk about code quality, stability and security. SIG Contribute helps there as well. We have the sub-project called GitHub administration that could collaborate with other different parts of Kubernetes project, security response committee, code of conduct committee to handle security incidents that take place in our GitHub infrastructure just in general and around the community. Post this, the admins also provide direct feedback. To GitHub, we have a monthly meeting with the GitHub team, so we provide direct feedbacks there. Contribute also helps other SIGs if they are in need of legal compliance reviews for their design document. For example, we recently have one from SIG testing, where we needed to work with code of conduct committee Kubernetes, CNCF, and also get some advice from GitHub. Moving forward to non-code contributions, we recently revitalized initiative on non-code contributions. We have no higher prams in the room. Thank you to him for doing all the great work there. Folks working to make non-contributions more actionable and developing generalized takeaways for CNCF project as a whole. There is a meeting running in that. We usually get notifications in our SIG Contributes channel, so look for them. I think we have a schedule here. It's on second and fourth Tuesday of each month. And if you need more help, please reach out to us in SIG Contributes. Oh yes, community growth. Let's talk a little bit about it. I mentioned earlier that GitHub is really hard for us to manage because the Kubernetes community is ridiculously enormous. And this is an example of that. This is a graph that I pulled from a report from 2019. And this just shows all the way from 2014 when the project first started to kind of exist. And you can see how incredibly fast that growth curve is from 2014 to 2019, where it looks like it ends around 35,000 contributors in 2019. Today, judging by DevStats, when I went to it two days ago, we have around 83,000 contributors who are making around 3.9 million contributions. And all of that, by the way, is reviewed by only like 6,000 reviewers. So you can see that we have scale problems. Let's talk about how we address those. So we have some automation and tooling around that to embrace this growth we have in our community and we are continuously working on improving our tools. These tools we have for managing our membership or membership management all the way to our collaboration communication tools. First up, we have Perigolos. This is a tool we use to manage our GitHub or our management. It is for all our new membership or a request as well as managing all our GitHub permissions across the SIGs. So how does this work? Just a brief diagram here, we have it's similar to what Kubernetes does. We have our declared members declared in a YAML file format and Perigolos take that as a source of truth and tries to match our declared configuration in our GitHub course. Recently, we made some progress, made some improvements on our Perigolos tooling. We also added functionality to manage what GitHub teams people are part of. We can manage that functionality as well as with Perigolos now. Big shout out to Nigel. He helped us a lot with bringing some automation for us to automate all our Zoom meetings that we have across all our SIGs to bring automation to upload them to YouTube. And if you're interested in learning about that automation, it's another place we would love to have help. Yeah. And reach out to us and see what we can do next. Another one we are currently working on is a mailing list migration functionality. Currently, we are moving away from our Google mailing list groups to bring them under Kubernetes mailing list. So we are working on some functionality to improve our already existing groups tooling to add some features to migrate. A huge list of members we have from one mailing list to the destination mailing list. We outgrew it and we had to get something bigger. So I think based on that, it's pretty evident that Kubernetes community is growing at a rapid pace. It's already pretty big. It's starting to grow even more. So as and when that happens, past constructs of what we had to manage new contributors to help new contributors, terminologies and concepts start becoming oversaturated. Terminology starts becoming overloaded. So recently, previously we had a Slack channel on the Kubernetes Slack to help new contributors and new members, but that sort of became overloaded in terms of what it meant. So we did like a whole overall of what our contributor-centric Slack channels look like. So Bob Killen, who was also one of the chairs for Contrabex and a steering committee member did a lot of this work, migrated all of them over to the new channel, added automation to let people know what these channels are for as and when they join them. So as and when we talk, you see like a theme emerge. Whatever work we do, we do it, but then we back it up by automation so we don't have to do it again. So this way we have a documented and auditable way of doing things and making sure that if things go wrong, we know how it went wrong, why it went wrong, and in the future, how we prevent it from not going wrong. So that's community growth. We also have a huge aspect that we are spending a lot of time thinking about around community sustainability. So in the Kubernetes project, as and when you contribute, you can apply for org membership. And the way org memberships work is you send in and you open a GitHub issue as your application and then you just need sponsors from the people who have you worked with who are already org members.  But now more than 50% of those org members that we have right now are inactive. They haven't been active for years. So that means elevated org privileges lie in the hands of people who are not yet active. So in order to sort of try and improve that situation, we are doing a two-step solution. The first step is how do we define better requirements for org membership to begin with? And then finally, how do we identify and provide a consistent way to handle stale contributors or people who moved on to other projects or who've become emeritus approvers and emeritus reviewers and so on. So we recently updated our org membership requirements to be more specific, to be more current and to adapt better to our decent situation. So what that means is we updated our inactivity period which was we defined our member to be inactive if they were inactive for 21 months. Now we have defined them to be inactive if they are inactive for a period of 12 months. And criteria for what constitutes an org member is also more well-defined now. Subsequently, as I said, whatever we do is backed by automating that process. So we're working on automating, auditing all of our Kubernetes org members. So this particular piece of work done by Nabarron, so he's also another chair of Contrabex. Scrapes, DevStats, Scrapes, GitHub, collates all of these insights and tells us that, okay, we have X, Y, Z. These are the set of folks that have potential of people to reach out to and remove from the org altogether. Again, the verification of that list is done manually because automation is never trusted, is never full proof, and these are things that we don't wanna get wrong. Awesome, so as I said, the way you apply for an org membership is to create a GitHub issue and we have roles in the community called new membership coordinators who sort of evaluate these requests and create pull requests to add you into the org. Recently, we've had a few new membership coordinators and the process of all of this was sort of institutional. It was in our own minds till now. So Jason Braganza has done a lot of work in documenting that process for new people who want to help out with this sort of work in the community, so thank you so much, Jason. That's really amazing. Okay, so yeah. Another thing I wanna talk about with community sustainability is something that's very important to me. Making sure that contributors are recognized for their work. One piece of that in Kubernetes is named roles. So the benefit of having named roles within an open source project is that it's a formal recognition of someone's effort and skill and time that they've poured into this project. It formally gives contributors ownership of certain areas of the project. It can also, since they have a title, they have connections at the same level, kind of within the contributor ladder. It gives them other avenues to seek help when they need some help in the project. And it means that once you become a leader of a certain area, you need to train the next person who's gonna come after you. So that role gives you a responsibility to train others and pay it forward. So there's a lot of great things about implementing roles. And I am also a sub-project lead of the contributor comms sub-project, contributor communications. And we did this whole thing where we spent months working with our regular contributors to decide what roles we thought we needed within our team. So we established several different roles. The one that I really wanna point out is the sub-project lead role, which the special interest group for contributor experience, which was on the last slide, actually. This little issue here in the corner is that we made it an official part of the special interest group's governance that sub-project leads are a role that exists within our SIG. The other ones are just kind of ones that our group came up with. They're not officially mandated by the SIG, but we did it anyway. So roles are a great thing to help with contributor sustainability. Awesome, so now that we have an official role called sub-project lead across all SIGs in the Kubernetes community, so the PR that you saw was by Nambarun again, who was one of our coaches, and a Kubernetes steering member. Now that we have things like that in place, we are in a better position to understand where Kubernetes is right now and where it's headed in the future. And a few very interesting patterns start to emerge as we sort of think about this a little bit. So reflecting that on that part a little bit, right? So in any open-source project, open-source projects are always in a need of help. No matter how many people you have, they always are going to need help, which is what makes them really amazing. It makes them a great avenue to be a part of, it makes them a great avenue to have a sense of belonging in. Now the way you get new help is you do outreach or folks find you in an organic manner, however it may be, so you have new contributors entering into what is called a contributor funnel, and project maintainers are happy to help new folks in the way they best know how to and provided what their bandwidths are like, because project maintainers aren't always free and available to provide all the help that a person might need. So they help out as best they can. And eventually these new contributors become what are called as episodic contributors, so ECs, right? These contributors are folks who've crossed the threshold of effort. They've put in the effort, they've made certain contributions, and these are the people who are potential maintainers in the future. So these are the people who need the help to grow from where they are to become maintainers in the future. And ideally, if that sort of cycle continues, we are good, but that is not what we see happening. And as a result of which, episodic contributors who are, by the way, potential maintainers, they've shown that they are capable of doing the work, they've put in the hours, they've put in the work, and now they've hit a roadblock, because after a certain point, after a certain number of contributions and you wanna work on bigger things, you need that much more help. But since that is not happening, this sort of start to leave, right? And these potential maintainers you have, you don't have them anymore. But we still need new folks, so let's do more outreach. But the thing is, maintain a bandwidth is still constant. That still has not increased. So we have all these new folks coming in, we have the contributor funnel filled with new contributors, but the maintainer bandwidth is still constant while the episodic contributors are also decreasing. And because Kubernetes is huge as it is, the maintainer bandwidth is stretched thin and new contributors also start to drop off, because the maintainers aren't able to help them out, the maintainers aren't able to adequately help the episodic contributors out, so we don't know what's going on. And this isn't just some theory that I'm making up. This is from actual data, right? And as Katherine mentioned, we have DevStats. So DevStats is a great source to see all of these contributor statistics of any project in the CNCF landscape. So you see two lines there, I don't know if it's very visible, but one of the lines is for new contributors year after year on the Kubernetes project, and one of the lines is for episodic contributors year after year on the Kubernetes project, and both are on a decline. Okay, so the solution to this is that we need to spend time nurturing episodic contributors more. It is better for the project, it is better for the new contributors, because now you have more people to help them out, which again is better for the project. So we've tried one-on-one mentoring in the Kubernetes project, we've had one-on-one mentoring hours as a mentoring sub-project initiative in the past, but one-on-one mentoring does not scale. Kubernetes or any moderately large open source project cannot afford to have one-on-one mentoring as it's only way to help new people grow, it does not scale. So we started to do mentoring cohorts. So cohorts started off about a year and a half ago. We started off with a couple of sub-projects. All of us standing here became leads of counterbecks through a mentoring cohort itself, which is kind of amazing in my opinion. But since then we've had so many of the mentoring cohorts happen, we've had a mentoring cohort for six CLINC gaps, we had a mentoring cohort for external DNS, we've had a mentoring cohort most recently for Customize, and all of these mentoring cohorts have resulted in new reviewers and approvers being added for that project. So this is a proven method for your project or your sub-project to grow new people in, and counterbecks can help you do just that.  So this is a quote from Natasha Sarkar, who is a CLI customized maintainer. This is from the latest mentoring cohort. So she said that they had five active participants, and one of them is on the way to become an official maintainer in January, which is amazing. Natasha also had some really good insights as to what worked well for them and what didn't. So one of the things that she said that really stood out to me was, an open admission of a need for help went a long way for that project. So accepting the fact that you need the help, your project needs the help of new maintainers, and the need for newer reviewers and newer approvers, set the tone for when they started this mentoring cohort. Again, as a community grows, so does the undocumented context in it. So that can prove to be a huge barrier for folks who hope to grow in the community, because you have discussions with people in person, you have discussions on Slack, which just get lost at the end of the day, and crucially technical points are lost. So as a result of which it becomes very hard to help document this and create sort of what is known as common knowledge in the community. So as part of that, we try and have avenues to document some of this undocumented context that proves to be a barrier for contributors. So we have what is last week in Kubernetes development, which is a newsletter that goes out. It's part of the Contravex comms that Kastlin leads here. Recently we also started an interactive Getting Started with Kubernetes course online. So you can spin up a GitHub code space with the Kubernetes code base. You can run unit tests in it, get familiar with how the CI works right in your browser itself. You can get familiar with how labels work in the Kubernetes community, how you can apply labels, how you can interact with the GitHub bot, all of that as an interactive course on the kubernetes.dev website. So we don't need to do sort of new mental, new contributor workshops anymore. All of this is again documented and automated. Yeah, and again you have contributor summits all across the globe, which is again a great way of sharing knowledge. All of these summits now, every room that a session is in has a note taker, and all of these notes are then put back into the kubernetes.dev site. So all of it is again available for people to go and take a look at. And that's it. That's all we have for you today. That's all the updates we have for the counter-back session. Thank you so much for listening, and if you have any questions, you have to answer it. And if you do have any questions we would ask, if you could please go over to the mic, even though it's very far away from many of you, most of you. There are people watching online and this is recorded, so if we can get them on the mic, that would be great, if you don't mind. Though I highly encourage you to ask questions, and if you're too afraid to go all the way to the mic, I will repeat it for you. The first question is actually, can you go back to a slide so that I can ask my question intelligently? Of course. The one on different types of project roles. I've been thinking about this a lot in terms of how we can take time back from maintainers, doing things that are not special to their own skill and expertise and role, and I'm curious if that's how this is working in practice, or is this just taking on additional overhead. So the idea that maintainers are often doing a lot of extra things that don't necessarily require their specific knowledge to maintain the code base, but if we can kind of portion off some of those activities into other types of roles that can pick up and say do issue triage versus leaving that all to the single maintainer. And so when I saw this slide and thinking about how you're encouraging different types of roles, I'm curious if that's emerging from the immense overhead that is the Kubernetes broader project, this needs these other types of functions, or are you able to extract additional labor being done by maintainers that doesn't have to be done by maintainers? Awesome, I'm excited about this question. So this was the slide, right? So the way that we came up with these roles within contributor comms, like I said, we took months just talking with our contributors about like what work are we doing right now and how could we organize that? So it wasn't something that we immediately knew or understood about our work, but over time we kind of figured out, well we have these tasks that are all on social media, so we'll put those all in a bucket. We have all of these tasks which are regarding working with the blog and that's a big enough chunk by itself that it's different from social media, it involves working with another group within the project, it should be its own bucket. All of our automation, most of the team does not know how to manage, many of our contributors are non-code and they're not very familiar with the types of code that are used within Kubernetes and honestly our automation has nothing to do with the rest of the code in Kubernetes. We've just kind of figured things out that worked for us. So maintaining that code, understanding it and also figuring out new tools when we need them, also a separate role. We did also have another role that isn't on here anymore that we've actually deprecated since we did this whole project which was the events lead role because the SIG contributes, of course we do the contributor summits, we used to also have meet the contributors events that would happen regularly and like an open meet the contributor community call, I don't remember exactly what it was called now because one of those moments, but we used to have more events where people could meet the community and so we had someone specifically dedicated, hey, make sure that that event is happening, that it has everything that it needs, that we are communicating that that event is happening to contributors but we got rid of a lot of those events so we don't have that anymore. Now events have their own events lead that can talk to us if they need comms. Yeah, so that's kind of how we figured those roles out. Hopefully that's helpful insight. We have another great example from the community SIG docs. They have done a great job creating named roles. I think they have a role called PR triager, something like that and they found great success in that role and out of that role a new role came up that that is issue triager, I think something like that. So yeah, a lot of SIGs are doing this trying to chunk out the major these kind of grand tasks and put them into a named role so that people who are actually doing that task are recognized under a title and yeah, that's helping us. So I have two points there. First is sort of unrelated. So Thursday we have Meet the Kubernetes contributor community thing that's happening. I don't remember which room exactly but it's happening on Thursday. So all the maintainers of all the SIGs and all the contributors are gonna be there. So stop by, talk to us, we are also gonna be there. Second point is as initially we showed there are multiple sub projects under each SIG. Now the thing with sub projects is that yes, sub projects divides what work needs to be done but the maintainers of these sub projects often overlap with multiple of them. So if I'm a maintainer of sub project A, there's a very good chance I'm a maintainer of sub project B, C and D as well. So the idea with sub project leads was that if we can provide a named role for these sub projects and this is by the way work that Staring did for the most part, Staring committee. If we can provide a role and one of the benefits of doing this is if we can provide a named role then there's a clear person to go and talk to apart from all the formal recognition you get there's a clear person that you can go and talk to if you have questions about these things. And if I am a maintainer for sub projects A, B and C and let's say a fellow contributor of mine is a project lead of sub project A then I don't need to be the point of contact for that because that person probably has way more context than I do and I'm just listed as a maintainer there because of past historical context. So it's sort of like offloading a little bit offloading and also better defining. So yeah, another question? Yeah. Love the work that you guys are doing. So Taylor Donzall, Jonah Bacon and myself we recently ran the zero to merge cohort and we took the first group through and we want to continue to do that 365 I think we're in the first cohort. We want to continue that into 2024 but there's another wave coming that we've started to think about and would love to collaborate with you around maintainers. How do we build? So zero to merge is about building the funnel of new contributors and the second wave is how do we build from that pipeline the path to maintainer and a path to maintainer is a whole set of steps which you guys are deep in. Part of that is giving the contributors the confidence that they can eventually become maintainers because you see those ECs that you call them sort of drop out over time because they either don't know how to continue and stay engaged and evolved and hopefully stick around to become the maintainers. So the confidence that they should and can actually get there that's what our next cohort around in this maintainer bootcamp. I don't know if that's the right word but this maintainer bootcamp is how do we take those contributors that have shown promise and then guide them with, you know with I don't think it's gonna be one on one but it's like you did the maintainer cohorts to match them up and sort of show them the path give them the confidence to stick around. So we'd love to collaborate on this and we're thinking about launching it in 2024. Oh, that's awesome. Let's talk for sure. Yeah, I'll connect with Taylor on that. When he talked about that program this morning I was like, ooh. Any other questions? We have a couple more minutes. Dumb questions, welcome. We are SIG ContribX. Our whole thing is helping people do stuff that they want to do, helping contributors do fun stuff. Awesome. You can always find us obviously right here now but you can also always find us on slack.gates.io if you're on the Kubernetes Slack in SIG ContribX or ping us directly. We're always happy to help anybody who wants to get involved with the project. Yeah, and get involved with SIG meetings if you're trying to get involved with Kubernetes you can find them on kates.dev slash calendar. Scan the QR code and leave feedback if you have any. Also happy to talk whenever feel free to ping any one of us. Okay, have a good rest of the conference. Thank you. Thank you for attending.