The following is a presentation of TFNN. The TFNN Bull Bear Training Hour, every training day live at 10 a.m. Eastern. Call now toll free at<PHONE_NUMBER> or internationally at<PHONE_NUMBER>. The TFNN Bull Bear Training Hour. Now, Tom Antt, Tommy O'Brien. Welcome folks, appreciate you growling a problem with us out here. We have the Dow Industries down 36. NASDAQ are five S&P's flat gold. Gold's up 470 trading at $13.93 an ounce. You've got Silver down 6 cents. $15.04 an ounce. Light Sweet Crew down 90 cents. $58.18 a barrel. That's $60 level. It's given an oil problem. Pull back pretty quickly from that yesterday. Notes, notes and bonds. Ten-year note up by four ticks. $127.26, 30-year up 14 and $155.14. And they just won't leave the top of this range, folks. So bottom line, higher price, lower yield. King dollar. King dollar down 74 ticks. Trading 96.335. The euro is at 112. The yen is at 108.23. And the pound is trading out there at 126 to one US dollar. Let's go over to our man, Mr. Kevin Hicks, a TD Ameritrade. We're here for you to take a swim as we do every Tuesday, Wednesday, Thursday. Great program here. Every trading day, folks. 11 to 12 eastern standard time. If you want to understand option, option strategies, futures, great program. Just go to TFNN. Bottom line, if you haven't test driven yet, to take a swim platform, go to TFNN. Hit the banner. Bring it up. Theогlider trade with paper money. You can follow Kevin and his team each in every trading day. Kevin Hicks, what's going on? Good morning, Tom. know, you can almost feel this market starting to grind a little slower here as we get in a three and a half day week and, you know, only two and a half days or two and a half days left here starts slowing down. You already seen it. I mean, they made a bail. Now it's, I think it's just sitting here. I think it's on this market. I think in terms of retail traders, but I'll tell you what, Jerome Powell will be watching. He'll be watching the unemployment number and not non-farm payrolls on Friday because that's his last number before that July 31st Fed meeting. No. So he'll be watching for sure. Yeah. And you know what's going to be interesting here, folks, is that the market, it might take us a market to set up and wants to get a little bit higher and Friday because there'll be less market participants is going to be a perfect day of jobs number comes out to just run it. So we'll see. I mean, my history on days like this, like a, you know, obviously slow holiday day is this, if a lot of guys were coming in, then I wouldn't come in. Okay. But if no one was coming in, then I'd be here. Yeah. Because if you could trade by yourself or with a smaller group of people, I love that. No. One of the biggest days that I ever saw in the marketplace, Kevin, it was, I'm going back to like 1996 or something. It was the Friday after Thanksgiving. Sure. Like it was a bull market anyway, but we were looking like it didn't matter what stock, everything was going up. Like, and we're all looking at each other like, you're going to be kidding me. It just kept going and going and going. I said, this is amazing. And then, of course, it gave it all back the following Monday, but that Friday was so much fun. It was like insane. Right. And if you get days like that, you know, then it's worth opening up the computer or as we used to say, going in, you know, going downtown and going into the pit. So that's the kind of the way we do it. Remember, tomorrow is a half day. I know. So I expect really people to be parent positions and getting ready. And then, you know, Friday we'll have a payroll number. And if it's, if it's something that causes the market to move, then I think people will pay attention. I think people will be watching it if a number that comes in line or muted or not any big market mover, everyone will shut their computers off, take the rest of the day off. Yeah. No, I can see that, you know, because this deal in the middle of the week is really a tough deal. I mean, for the markets, you know, on Monday, this past Monday, I was really surprised how much volume we actually got in the market. And that's what I was looking at. I says, you know what, everyone's working this Monday. And they came back because they're not going to work this Friday. Are you talking about yesterday? Yesterday. Yeah. You know, we really got some good volume from Monday in the summer. You know, it's like, okay.  Over the weekend, right? Basically, Saturday was an event where the market was closed. So I think you're right. A lot of people were planning on and traded Monday. After that, you know, we'll see. I think it's already starting to slow down here. You're seeing the signs, you know, my board's not moving very much. I don't know about yours. No. So I expect a kind of a grind slower as we move on here. Doesn't happen often. You just make it through Monday and you only got two and a half days left in the work week, right? Right. Yeah. Right. Especially on business. Yeah. It's a different animal. And all is what Kevin was saying, all it has to do is stay calm, folks.  If you didn't have all that action on Friday, everybody made no mistake though. That jobs number, the number one data point of the month is jobs and unemployment. And we'll get that Friday. You know, frankly, I'm a little surprised we're getting it, but we are. So, you know, we have to be, you know, it's full trading day and we'll be here trading it. It's always amusing. A lot of those government numbers like the EIA, natural gas, they get pushed back a day sometimes when we get a Monday Memorial Day. Right. July 4th, Thursday. Get back on Friday, man. We got jobs for you. Right. Exactly. So, I mean, maybe if there's an outlier there, remember, we had a disappointing number last month. So the expectations for 165,000 right now, let's see what we do. I know we'll get a little look at it tomorrow with an ADP number. So, you know, we'll see what we get there and see if anything gets anyone's heart rate up.  Have a nice weekend. Yeah, you can see that.   So it's like, okay, man, you know, one second, you know, you think it broke its uptrend, but the bottom line is that that was quite a move yesterday, man. No, it's like a little strength, man. No, it was a good move higher, man. And what did that tell you, Tom, about how little strength in the dollar it takes for them to hit gold? Oh, for sure.  Oh, for sure. I mean, it was well over 1400, and now it's all the way back down. 1445. And, you know, the bottom line is this can get right back to the breakout area, which is that 1461, you know, we hit 141361. Yeah, thanks. I mean, because that move was pretty extraordinary too. I mean, we started off, you know, back at that June 21st at 1274 ran to 1442 and the breakout areas at 1361. So and that's how gold loves to react. Drive everyone up a wall. Yeah, I mean, that was, you know, people were asking about gold last week and reasons why gold would go up. Obviously the relationship with the dollar, but sometimes they just buy them. Yes. Sometimes they just over buy them, right? Just like single trade that you can do any commodity you can do. Sometimes they just buy them and they keep buying them. That's wild. I totally agree. They always overbuy it and they always oversell it. If anything, they tell people and if you're in that market, man, you better make sure you like volatility, man, because it's coming at you. You know what I mean? No doubt. A great trader once told me futures will go where they can hurt the most people. Yeah. That's a fact. It's a fact. Folks. And you saw that in gold. Oh yeah. Folks, right here, 45 minutes from now, outstanding program. If you want to understand options strategies, check it out. Kevin, you have a great day, safe day. And of course we look forward to the program in 45 minutes. Thanks for having me out, guys. Thanks. Thank you. Stay right there, folks. Tommy and I are coming right back. We ended out on a 40, now it's a cup of 10. It's a piece of flat. Come right back. The Taz Profile Scanner is the most revolutionary piece of trading software that you will ever try. Wouldn't you like to approach the markets with confidence? As you begin your trading day, it's likely that you'll be faced with lots of decisions. In order to make the best decision, the first thing you'll need is a strategy that will help you minimize your risks. Whether we're in a bull or bear market, a good strategy is to have the tools needed to help you scan and analyze the markets before you trade. 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You can still visit us at the same TFNN.com URL but when you do, you'll see a new and improved homepage with a much simpler navigation, whether you're watching Tiger TV live in high definition or just accessing your newsletter subscriptions. We even have new pricing in six months and yearly options. Check out the new TFNN.com now and experience all the upgrades. TFNN.com educating investors. Call now. Call free at 1-877-927-6648. Internationally at<PHONE_NUMBER>.  So we got a little push lower inside this oil market. We sure do, right? So this is a five-minute chart we're looking at in oil. Just even since the button right before the market opened, man, we're trading at $58.88, we're down $1.30 in the last less than an hour. So oil really accelerating, man, and then even if you back things up to yesterday, right? That's where we came into the morning Monday at about 8am of $60.21 cents. What's that, man? We're up there. It's $2.50, right? Yeah, almost $3, really. I mean, we're $0.20 away from the $3 pullback in almost 24 hours, called 26 hours. Yeah, quite a pullback, man. Quite a pullback for sure. That's wild, man. Yes, especially when the headlines yesterday had to do with OPEC cuts. Yeah. And trade concerns easing, potential economic boosts across the globe. Demand for oil would benefit from that. I think that's the headline here, too. I just saw it, like Saudi coming across that... That number, no? Yeah, yeah, right. Yeah, let's see. That's a pop-up oil for a CEL. You can just pull up the generic. Yeah, I just got to get the news because... Right. Yeah, so shaky outlook for demand counters the OPEC cuts. Of course, the Saudi minister's going to be enthusiastic about oil demand. Yeah. He's the PR man for oil, right? I mean, the Saudi minister. So Saudi Arabia's energy minister was confident about the outlook for oil demand after OPEC's partner ratified the group's decision to keep cutting production. That's great.  We're really smart. We made a great decision. You know, isn't it great? The oil goes down. Right, right. The market's not believing it, which is pretty wild. That's like a CEO coming out in the earnings call and saying, listen, we're making great decisions and we're going to do really well in the future. Oh, yeah, no, no.  Something else is going on that either the U.S. is pumping more oil, so they have to keep cutting oil because their market is going to be smaller, the overall market. Yeah. And let's just jump back if we couldn't see where that headline. Yeah. So let's see what they got going in here. So this is just an article talking about disappointing manufacturing reports from the U.S., China, Europe that served to undermine the cuts as we were talking about. Futures dropped as much as 2.5% talking about oil. And let's see, manufacturing reports came amid an agreement reached in Vienna by the alliance of major oil exporters and its allies to extend production cuts for another nine months. So Saudi Arabia said it would keep its output below 10 million barrels a day, even lower than required by the deal itself. Yet divisions remained over a Saudi push to target even deeper reductions. Yeah. Yeah, they're going to need deeper reductions. That's what it looks like. So let's go take a look at that XLE and see how that's reacting. Yeah, there you go. Yeah. Then the end of that article, it said, you know, listen, even if some trade concerns are easing, the manufacturing outlook is as rough. Yeah. Pretty well. Yeah. Let me just see if I can bring this generic out to the active one. Now, this will be, this is trying to catch up with it. This is a delayed quote, folks. Oh, yeah. Look at this. Once we see that move, that's going to be quite a move. And you can see this whole, you know, getting over the $60, it's not to the $60, it's that bar right there. The $61.48 to $57 was a vicious day. May 23rd.  Where you go from the 22nd of $63. And before you know it, you're at $57, $6 pullback over the span of two days. Yeah, that's a pullback, man. That's man, if you're an oil trader, it's got to be like, I'm talking about oil, like, you know, doing hundreds of thousands of barrels, it's like every second is like, you're making them, well, I don't know if they, yeah, they're making money at this point, that's for sure, at this price. But you can see that, you know, it's huge moves. And now it makes a huge difference. Oh, jeez, an hour. Huge difference. Ten minutes, right? Yeah. Two minutes, yeah.<PHONE_NUMBER>. We take a look at some of the higher volume equities out here. You get an advanced micro down 36 cents. You get micro on tech off 61. The Roku is down 161, not a lot of action out here, NVIDIA, NVDA. Let's go take a look at a few of these chips. So the chips got themselves a good move. There's no two ways about that, you know, five days, six days ago, you're down at 150, got up yesterday to 173. Now all the chips yesterday, folks, gave it up on price. They opened tremendously higher, and then just came down. And when you actually take a look at this and put this on a weekly, these shots aren't that great looking.  The last high, which was generated out here in April, was at 193. So this, you know, downtrend is certainly not over. You can see how fast these countertrend moves can be, though. I mean, that's a good move off the bottom. It's not a good move if you had been owning it for a good period of time. Yeah. Inside the Dow industrials, let's go see the strength versus the weakness inside the Dow. You got McDonald's putting 11 positive points, Apple's seven, Cisco five taken away from it, Boeing minus 18, Chevron minus 12, United Health minus 10. Let's go to good old Boeing and see what they're doing. It's crawling to the lower end of consolidation again. Yeah. You know, four days ago it was trading 378, 353. These big stocks can really move around, man. It's almost none bigger than Boeing right now in terms of what they're dealing with too. Oh, my God. Yeah. And you know, this is not consolidation. This is still saying it wants lower price. So we'll see where the rest of this is going to basically shake out. The Dow moves intriguing because if we look at this index, so what you have here folks is this, we had some good, that was strength yesterday for sure. Now the real question that's going to be in my head is that are you going to go try to tag this swing point first, meaning the 97, 265, are you going to get a little consolidation here and just give it up? It looks to me like this thing wants to tag it because that was, when you get a move, that's three quarters of a penny. We went up. So it's a big number. So the way the gold is trading, that being said, the way the gold is trading, however, that I don't mind how it's trading, meaning that it looked, but I expect it to go back to 1361. The reason being that you're going to see this, you got too far into this bar. We were going into a bar with 543,000. We did it with 390, which you know, it's less lighter volume, but it's like, you know what, that 1361 is kind of just hanging there. And that's what markets like to do. The bottom line, that's the breakout area. You broke topside. I like the idea that we have volume at the high. Sure. And you know, if we pull back with light volume there, guess what? That's a normal market move. And it's a lot better. I can tell you this. It's a lot better than moving ahead for like two months. And then all of a sudden you pull back to the breakout area. Sure. Because then it's devastation. Yeah. And that would actually be like an exact 50% off of that run right there. Right. So that's a normal retracement. That 38% sitting in right at about 1380. Okay. Yeah. Oh, that's cool. That's cool. Yeah. Stay right there, folks. Tom and I are coming right back. Our phone number is<PHONE_NUMBER>. 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Don't miss out on this incredible new piece of software. Get your copy of The Art of Timing the Trade Charts today by visiting TFNN.com. Dao, Dao 14, Nasdaq's flat, S&P's up three and a half and Bitcoin's living up to its legend of volatility. There's no doubt about that. This is quite a move, you know, whether we talk about the move that started down here at June 5th, you're at 7400, five days ago, you're at 13,800, and we hit 9,660 this morning, and you're at 10,040. Quite a move, man. Watch out. And you don't have to be a technician genius to see where that trend is going right now. In terms of lower highs, lower lows almost across the board. This one's snuck in, but lower low, lower low, lower low, lower high, lower high, lower high. Where are we going to end up after July 4th, man? Yeah, I know. Everyone's going to be using, buying, they're selling their Bitcoin for the July 4th holiday.  Should I buy? Should I sell it? What should I do? You know, and no matter what, you know, who knows what decisions people made, but it's like, wow, man. I mean, that is... Yeah. I mean, hindsight's always 20, 20 as in, man, you know, you could have said the same thing almost at 8,000, right? When it goes from 4 to 8, because you hold on, you're at 14 in no time, right? So it's always... And that's how this thing trades. That's why people love it, right? As in, you know, even when it seems like it can be at highs, it can trade higher until it turns on a dime, man. Right. Watch out. Right. Yeah. So you got to have fast fingers. Because the other side of that, this is the first turn, really, since 3300.  I mean, people were getting in, I mean, our man Paul from Nevada, right? I mean, you're at 3800, you're at 4,000. Right. Well, jeez, when you were at 8,000, that's 100% profit. But guess what? You would have been given up even from here, another 25%, just going from 8 to 10, right? And that's, that's, if you just sell from 8, all the way up to 14, you decide to sell when it's down 40%, you still made an extra 25% going just from 8,000 to 10,000, percentage wise. It's a scary game playing the percentage gain loss on this because it moves so quick. Right. I mean, 25% gain in anything, you say, oh my God, that's amazing. You know, the problem being in Bitcoin is that you can lose 25% in a heartbeat. Right. And most instruments, you're not going to lose it in a heartbeat. And then you got to get it out of the market. That's, that's, you know, so there's a little bit of risk, variable of risk in there that has to do with just the transactional risk. Right. You don't have transactional risk buying a stock, as in, you're going to put your money at TD Ameritrade, you're going to buy that stock, you're going to receive that stock, you're going to be able to sell that stock if there's a market. And your money's safe, while it's in there, that environment does not exist just yet on Bitcoin. So now we get the oil caught up a bit with us. So we hit that 5750. I wanted to pull it up. Yeah, for the live. Yeah. It's in 5766. I'm just hanging kind of where we are right now, yeah. So when you look at this, you're going to see folks is that this blew away the lows of two days ago with some good volume. So we take this. It's going to have a little support there at 5737 right there.  We'll see what it can do, you know. Now you can see that it's 855,000 contracts right there, 5737. Look at this, we hit 5738. It's so strange when that happens. But hey, we'll see what this shakes out. Gasoline, let's see what little gasoline is doing here. So why contracts? We're already into a lot. If you just type XB, it'll probably bring us right to the generic if you want, right? There we go. Let's see where they get us to. Okay, so you're down four pennies. It's 189. Yeah? Yeah, not bad, right? No. You know, not having that refinery, it's going to be really interesting to see like, how does that work on a longer period of time? Yes. Yeah, that northeast refinery that shut down doesn't seem like it reverberated too harshly through that contract. So there's obviously other refiner's going to pick up the slack because you didn't see any type of really drastic move. I guess it just takes time to move them around the tank as we get them up to New York. A little bit of a logistic difference of where they're going to send that oil to get refined. Yeah, no doubt.<PHONE_NUMBER>. Let's go over and take a look at the GDX inside the gold market. So we had out here yesterday is that you can, you almost got that gap filled. I suspect this thing's going to get filled. You know, the lower end of this is 2403. Yesterday, you get down to 2453. And, you know, you're bouncing today, but it looks to me like that the market itself looks to me and wants to go back to this breakout area. As long as you do it light volume, it's great. That's the bottom line. And what I said earlier, folks, what you don't want to happen is that let's picture, you know, you keep expanding. Well, we know that we almost did a, we did a 1 to 1.50 ABC structure up. If we did, if we extended that more, then it could be a huge problem, you know, because then, you know, even Kevin was saying, they're buying, buying, buying, and they buy, buy, buy more than guess what? You're going to make sure that you can sell it to someone because over the course of time, folks, okay, that's what you know, there has to be a buyer on the other side of it. You got it, man. And when everyone's in, guess what? There's no more buyers. That's right. Who are you going to sell it to? Yeah. Let's go over and take a look at the Asian market. So we'll go to Shanghai. So Shanghai last night was flat. Okay. Yeah. Looks like it's on the rise. It is. No, there's no, there's no doubt. Let's look at that. So, you know, you had decent volume. That's 24 billion. And now you're going into that 32 billion, but it looks like it's trying to get up into this gap, the gap out there is that 3050 and, uh, okay, 3048 last night.  And you're still on consolidation. Yeah, you know, yeah. I mean, things looking up for China, man. All of a sudden, you know, Huawei's not a concern with doing business again. And a great question in the den saying, I thought the vice president said that Huawei is a national security threat, and now we can do business. Well, I'm waiting for that answer too. Oh, I think everyone's waiting for that answer. So we'll find out. But, uh, you know, things change a lot over the weekend. So China looking up, man, for sure. Yeah. Yeah.<PHONE_NUMBER>. Let's go take a look at a couple of the big dogs, Amazon being the biggest dog ever. We're almost on prime day, man, July 15th and 16th. Two days. Okay. Two days. Always be interesting. They get to cherry pick the stats that come out of that, right? And, uh, they always choose some good ones in terms of just record breaking this, record breaking that. They're always selling, um, two days of prime. I know, right? They're always selling lots of those Alexa Echo devices. Right.  I was going to say a break even. I'm sure they pushed those out at a loss, man, because they get yours. They like to give them away. That's it. Exactly. If people would use them. Well, uh, not quite, right? Not quite. They still get 20, 30 bucks as in, if they want to give away, they'd be giving them away though. Raise the handle. They want to sell you the blades. Right. Right. No, totally. Yep.<PHONE_NUMBER>. Give us a call, folks. I know what's going on in y'all world. The world of the markets, folks, coming into July 4th. Bottom line, flat market, slightly higher. I don't know. Back in the green, man. Dollars up 16, Aziz up five, S&P's up four and a half. 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It's right on the front page too, folks. And what it's about is that it's about the ETF sectors. And it's specifically about bonds, bond ETFs. And what it's about, so check this number out. This is pretty amazing. That the couple of the bond ETFs yesterday hit $1 trillion in funds. And if we go back, I forgot whether I said five or ten years. Let's say it's ten years. There wasn't such a thing ten years ago. So BlackRock, they're the sponsors of it. They're saying that they think that that is going to go exponential and bottom line have $10 trillion in it five years from now. Now the thing that's pretty wild about this, the pros and cons kind of go like this. That means that you can push more bonds out. I'm not just talking about treasuries. I'm talking about corporate bonds. What they're doing is they compile them together with different ETF structures. And so the article was about that, hey, listen, man, these really shouldn't be put into that because if people sell them out like you sell the QO or sell the spy out, well, they're not as liquid as the treasuries are. So it's going to be intriguing watching this whole thing shake out because that's the chicken of the egg. You're talking about the corporate bonds, aren't you? Liquid is the treasuries, so you're lumping them together in ETFs? That's correct. The thing that's amazing, to me, was the number, though. I would love to see that is staggering. I'm dealing with it. I would love to see, though, because they have to have mechanisms in place in terms of end-of-day rebalancing type mechanisms. So if it's not easier, how do they plan on doing that? That's right. And I'm sure they have a plan, though, so I'd love to see how that plan, because you can either buy or sell what you need to to have the underlying instruments for the ETF. That's right. Or you can't. Exactly. So I'd love to get a breakdown there. And illiquid bonds can be a huge problem. Illiquid anything when you're trading, like when you're buying real estate, you know it's illiquid. Do you know what I mean? When you're buying a security, most folks think that, okay, you get a security, it's liquid. That's why people like securities. You can get a loss, that's for sure, but guess what? You can get out. Well, yeah, and you have a tight bid offer spread, so you're not paying that spread to get out. You know you're paying, now we got penny, penny spreads, which is very liquid, very easy to get in and out, right? It is. Yeah. Let's go take a look. This is going to get interesting here. So we had real gold as well as, look at this, real stain over the ties. Hanging tough, man. Yeah, this is hanging tough. Look at this. So what was it, one oh, yeah, 184. You're at 109.93. And the further this can get away from this big consolidation, the better off it is. And let's go to Franklin, Nevada, FNV. Same deal. What's that? That's, I don't know. Okay. No. So, Franklin, Nevada got over it. That was 86, uh, 8,696 of a d8, eight 606, you know it just basically still hanging here. So, yeah, we'll see how that shakes up. But that's no doubt too equities that have a lead in the charge to higher price. On the flip side of higher price, let's just jump back to Bitcoin. So I wanted to see some of those expansions, man. It's pretty crazy when you go I just want to see what the retracement was going all the way from this level man yeah we made I think I just clicked the wrong one we have retracement whoops come on cooperate with me this that are yeah so we're now right I mean pretty interesting they were sitting I mean that three two is 9847 we came down 9660 this would be a good place for a bounce man quite a pullback right you know the world's now talking about whoa just see that pull back on Bitcoin right right as we come into the weekend man and the 50% level is gonna be 86 so that's that's a good cry from where we are and look at look at that bounce we just got man we're at 96 boom we're 700 bucks we're we just got an 8% pop in that price I know I know I can't help but chuckle man really well yeah what I'm chuckling about is that they you know when I was at 3200 I was looking saying I still can go to 2200 it's a thousand you know and then up here though at 10,000 well that can go to 7,000 like in a heartbeat yeah it was just that seven right I mean a day in a heartbeat for sure yeah well no time it's yeah it's gonna be around though that's you know and what's gonna get intriguing here right kind of where we are right now if this isn't another wipeout and this thing starts trading up to the 14,000 and next you know two or three weeks again it's gonna be like oh no sure you know this thing's going to 20,000 again that you're gonna hear it for sure because when you actually pull this up and put this on a couple years you know it's like man once you launch that 11,000 which we did it's like okay you're gonna build cars and you know the next leg up is at 19,500 and a monster deal in the middle of it but that's for sure man it is what it is and you know I was looking you know think about it like money-wise I was talking about this yesterday so first you know if we go back you know 125 years everyone was dealing with gold and silver right then they figured out okay no we're gonna have to be at money for gold and silver everyone got used to that right and then in the 70s plastic came in Merrill Lynch was one of the first ones they were a monster in the business then ATMs came in and really people are using plastic and they have been exponentially sure so it's like what is the difference between using plastic if in fact they can get a system going down then okay now it's digital you know yeah a little different though the plastic is just facilitating how you use them dollars all this it's just a system to allow you to gain access to debt by using dollars right but that's what isn't what digital is gonna be same thing over with Facebook you're not gaining access to debt by using Bitcoin you see by using plastic though sometimes you posted it's a credit card facility I know you can use your debit card to that's what you're saying right but that's just a different way of pulling out dollars out of your pocket that's just technology of pulling out dollars no that's my point but you're not pulling dollars out of your pocket when you're pulling Bitcoin out of your pocket but that's how they want to make it but that's not it but that's not yet but you're never gonna be it's a different currency completely versus when you pull out your bank card you're pulling out dollars they're just allowing you a different way to pull out dollars but you're not pulling out dollars you pull on Bitcoin you see that'd be like using your bank card to use euros or to use pesos you see you're still using dollars when you pull it out that's my point right but when you're using how are you gonna buy Bitcoin you're gonna buy them with dollars so now you have an electronic account then I'm gonna buy a shirt but just stay right there that's the correct so you don't have any dollars anymore right once you do that right well digital right but you have some completely different that's my point okay you never had to do that right when you pull it you all the bank did was just allow you an easier way to pull dollars out of your pocket and pay for something right you know go let's go back to gold because that's it look at this we got a little pop here we're gonna be at 1400 by the time we know I don't think so I don't know I think it's off man pop three bucks yeah we got two dollars and sixty cents and we got seven minutes man that's a good setup stay right there folks tell me I come right back I'm certain you are or strive to be one of the best of the best at everything you do in life it's the most common trait that we tigers and tigers share if you're looking to become the best of the best when it comes to managing your money let me teach you to do what most wealth managers tell you can't be done which is how to time the markets I'm Steve Rhodes author of mastering probability and for the last 12 months timer digest has been tracking my newsletter signals which have earned me the ranking as their number one market timer in the nation for the S&P 500 for the last 12 six and three months timer digest also ranks me as the number one market timer for gold as well the fact is markets can be timed and I'll teach you the exact set of tools that I use that has transformed me into one of the best in what I do sign up for mastering probability today by clicking on the newsletter tab on the homepage of tfn.com and get immediate access to workshops where I take you step by step how to use an extraordinary set of tools as well as provide great market calls to sign up today it's amazing to think that Tom O'Brien started his weekly gold report 17 years ago with the first issue published April 7th 2002 when gold was trading at under $300 per ounce gold peaked at more than $1,900 in 2011 and after spending many years consolidating at lower prices gold may be poised for its next big run Tom O'Brien publishes his weekly gold report every Monday morning for subscribers consisting of coverage of the XAU HUI GDX the dollar bonds South African Rand as well as 25 different mining equities with specific buy sell recommendations as of April 1st of this year the gold report currently has eight active positions with an average unrealized profit of almost 8% for each open trade new subscribers get a 30 day money back guarantee so you have nothing to risk for all the details and to start your gold report subscription today visit the front page of tfn.com don't let gold's next big run pass you by sign up today since 1984 Basel Chapman has been using the Chapman wave methodology to advise traders of his expert market opinion while originally hand drawing charts from the late 1970s into the 1980s Basel noticed that prices under most circumstances virtually always had a certain number of legs to the upside before declining sharply later Basel found the computer software which included the standard market technical indicators enhance the degree of accuracy and calling price turns as well as market trend calls thus was born the Chapman wave sequence using the Chapman wave methodology along with other indicators Basel Chapman advises his subscribers of his expert market opinion each market day with his opening call newsletter right now you can get a two week free trial to the opening call Basel's daily trading newsletter by visiting the front page of tfn.com cancel at any time during that trial and pay absolutely nothing get your two week free trial to Basel's newsletter the opening call today by visiting tfn.com this segment is brought to you by think or swim for more information just click the think or swim banner on the front page of tfn.com good bit of time but this is going to get really more intense I think yeah so head fun hedge funds tracking private jets it makes sense I believe this is going on for the longer this article almost insinuates so just a couple article paragraphs here as we wrap up the hour so online aviation trackers that focus on commercial traffic including flight aware allow anyone to see the position of thousands of airborne planes based on a part of raw data feed provided by the FAA what's not visible are the 28,000 private aircraft but then it says but the FAA is the only data source many planes are equipped with technology called automatic dependent surveillance broadcast which transmits the transfer on to code set call sign model type position airspeed as of January of next year the FAA will mandate that any aircraft flying in most US controlled airspace be equipped with this and anyone with the right antennas can pick up that data and observe virtually all passing aircraft a call called the exchange takes information from a network of antennas around the world so it makes sense and they kind of bring up here how they had yeah April right you had a Gulf stream owned by Occidental spotted at Omaha we are on the Oracle of Omaha out there two days later two days later buffing about $10 billion investment in Occidental so yeah it would make sense you know those CEOs they're not flying commercial when they're trying to do $10 billion deals and get out there especially because they're not flying commercial because you don't want to be the guy showing up in Omaha on the Delta flight and you're the CEO of Occidental so no pretty interesting and you know if we take a look at this good state the oil businesses for a second Weatherford this is we had been talking about this before five bottom line they went BK and oil service business they were doing 15 billion but guess what no no oil has come back but like you own the oil company you're not giving us many contracts is that worried about like where we going sure stay right there folks we get that think a swim coming up next and we get our ma'am Mr. Basil Chapman Steve Rhodes they wipe you back this afternoon thanks about thanks man well I'll get them folks


Qualitative research is a type of research that focuses on understanding people's experiences, beliefs, and attitudes through observation, interviews, and other forms of direct communication. It is often used to gain insight into complex topics that may not be easily understood by quantitative research. Qualitative research is particularly useful in exploring new areas of study, providing explanations for why certain things happen and developing theories about how to solve problems. This article was authored by Ji Hi Pyo, Won Lee, Loon Young Choi, and others.


Hey guys! Jeremy here. Something to talk about. No, it's not the fact that I kind of buzz my head. I don't know what I was really thinking there, but that would be a smarter choice to do it for free. Anyway, the main thing is I'm moving. If I put this video up, it means that, well, my car has passed the checks that I wanted it to, and I'll be moving. However, I'm moving only temporarily for that amount of time matters on what I'm doing and for how long. The most I'm thinking is a year. But what really matters mainly is this behind me is not coming with me. I'm taking a press job, a press reporter job up north, not that far. It's only about five hour drive, but at least to say this is the movie theater. They play, well originally before I went up there, they would only play one movie a day and that was on Friday, Saturday, Sunday. Now that they're in the summer season, they're playing movies every, it seems, Tuesday to Saturday. However, they're playing right now, Cloverfield 10 Lane, 10 Cloverfield Lane, and Big Fat Greek Wedding 2. So I don't know if I'm going to be as on the ball with my movie reviews as I am. I will be leaving my vicinity of where I go and watch Supernatural. So my Supernatural reviews will be later. I'll have to wait till CW puts them up. Otherwise, I have to find another means of seeing them on time. But yeah, so at least to say this has definitely been an interesting decision. And I know that as much as I really want to keep doing this, I want to keep looking at this wall every morning. I want to do this for myself. I really want to go out there because this is something in the field that I want to do. I can't make a living off of this. I don't make a living off of this. I do all my other various odd jobs. But this is the first time I've ever been on a career path. So the fact that I've got this, I have to take it. So don't worry. This is coming with me. So is my computer, but not much else besides my bed. Because I basically, in case something goes wrong, I want to be able to come back as thoroughly as possible with little amount of issue as possible. So at least to say that's what is going on right now. I'm leaving April the 30th so far. And yeah, so if you guys don't hear me for me for a little while, it's because I don't have internet up there yet. Hopefully that will be taken care of quite soon. Otherwise, I hope you guys are okay. You guys can deal with that. I will do whatever I can most likely I'm going to review my movie collection. Obviously I can take that with me certain versions of them. But otherwise, if I can't review new movies, I'm just going to review my old ones. And hopefully that sustains you guys for a little while. But otherwise, that's what I've got going on. Please don't unsubscribe from me. I'm really happy with the numbers we've made. Technically, I was hoping to hit 1000 by the end of this year. Now I'm not so sure. But we'll see. Either way, guys, I hope you this doesn't your day. But definitely it's something I've wanted to do for a while. And it's something that's really taking me on my career path. And I hope this really expands and other things. But at the same time, I love doing this. So hopefully this doesn't change. Anyway, I hope you guys are having a great day. It's really nice and sunny out. So I got you can hear the outdoors because it's just so nice outside. Anyways, I'll talk to you guys soon. But I'll still got a movie review. So I'll be doing them up until the 30th. And then we'll see what happens there. But anyway, I'll see you guys later.


Hello everyone, welcome to another Pilates India experience sharing session. This session would be on Women in Entrepreneurship. We have with us Swati Kakarla, who would be speaking on inspired great culture in your organization. Over to you Swati. Hi everyone, thanks so much for joining. I know things are crazy and I hope all the guys are staying indoors and safe and wear a mask. Okay, well, first of all, thanks again. I'm going to be inspired great culture in your organization. So I'm Swati. I'm the CTO and co-founder at a company called Script. One of my greatest loves in life is technology, but the other is people and is taking care of my people. I'm just going to walk you through some things that I've learned in my journey on how to build an amazing organizational culture, right? Because I feel that this is an important topic because the word culture gets thrown around quite a bit and it can mean so many things to so many people. The managers, the leaders for companies and what happens is that people tend to gloss over it and they prioritize the importance of it, right? And this comes later in the life of an organization. It affects efficiency, it affects retention and so many things, so many intangible things that make a true difference when you're trying to run a successful company, right? So especially when you're a startup founder, a tech startup founder, right? Your company is your people and how you treat them is essentially going to lead you to success. Because while other businesses, they sell bottles or cans, you sell vision, you sell creativity. It's something that's so intangible, which is more often than not a direct reflection of your people's values and you can't build it, right? I've heard it so many times, build great culture. You can't do that. You can only inspire it and you can only hope that everyone in your organization carries those values, right? So this is why whenever people talk about culture, this is not culture. A pool table or a football table is not culture. A bean bag is not culture. Definitely not the office Christmas party or office Punggol party, whatever you guys celebrate, right? It's not it. You feel it. You feel it in your bones, right? That this is not culture. So basically, what is it? Culture is essentially what makes people feel good about where they work, right? It's something that you can't touch, but it can be something that you definitely feel. It's what makes work fun. And culture is why people want to get things done and not punch a time card. Culture makes people want to stay and be part of something bigger. And culture is what makes a team succeed. So I'm Swathi Karpala, the co-founder and CTO at Scripps. I love to code. I'm an open source contributor. I write tech blogs, right? Business blogs. I love to talk about tech startups, culture, as I'm doing now. So why am I qualified to talk about this, right? It's about a decade ago, decade or so ago. I built my company, Scripps, because essentially I was really bored in college. I just, I don't get the thing, right? What people do in college. So I decided to start a company. Crazy, I know, but fortunately it worked out. I started it with two of my friends, the three of us together. Till today, we're completely bootstrapped. Still are. No funding. We've got offices around the globe. And what we do is we build the future of tech, right? We help companies and businesses scale for tech. And we have so much of fun doing it. I think I'm qualified to talk about this. All right. So why do you need it? Essentially when people start a company, they think about sales, marketing. How do I make money? How do I hire? Hiring is important. All of these things are important. But if you're trying to build something that's sustainable, that's going to last a very long time, culture is where it's at, right? This is essentially you're not start. This helps guide your people at your organization when you're not there for them, right? And we all know how important it is. When you don't get this right, you tend to micromanage.  So basically culture is your identity, right? So if you inspire a great culture today, tomorrow your employees will transform into advocates for your own company, right? You can attract great talent. You can attract great customers, whatever you want. Your best people actually want to stay with you.  You don't have to say, hey, we got a pool table or we got a great office. I'm going to pay you this amount of money. All of these things, you're essentially buying people's time, right? You're bargaining with them to stay within the company. But when you get your culture right, people actually actually want to stay with you. New employees have an easier time onboarding. So you can build your team, right? You can keep scaling it, you can keep growing. And what essentially happens is that your company functions as a single team once you get your culture right. Okay. A little bit of philosophy here, just bear with me. Okay. So there's this old Chinese proverb, as there are so many Chinese old Chinese problems. If you want to, if you want to change the way of being, you made to change the way of doing, right? So my first tip for you guys is to be the change.  There's this famous consulting company, Dane & Co., I'm sure you guys have heard of them. They released about 33 different traits of a leader. All of these things are essentially what helps a human develop inner resources, connect with others, and finally to lead the team. There are so many different traits. A couple of them, stress tolerance, self regard, optimism, all of these things help you develop inner resources. So what this means is that you're in a good mind state to do things, right? Whereas things like vitality, humility and empathy help leaders connect so that you can set the tone for them essentially, right? So they can inspire and vision, focus, servanthood basically helps you lead, right?  But what they found was that you only need to be really good at one of these 33 traits to increase your chances by 50% in order to become an amazing leader. They also found that people who inspire are incredibly diverse. They're all unique in their own way. And they're all unique for your organization, right? It depends on what your organization is, what your context is. So there's essentially no universal archetype. And what this means is that anyone can become an inspirational leader as long as they focus on their own strengths, right? There are 33 traits. Focus on one of them, become amazing at it, and you can start leading change within your organization. That's step one, right, to believe in yourself and to be the change. Step two is to set the tone. You need to kind of communicate with your team, with your employees that things are about to change in here and things are about to change for the good, right? You need to find what is your unique, you know, a comfort that makes you different, that works for you. There are different ways to figure this out. You need to figure out this with essentially what is your strategy for business? What is your business model? How is it that you are making money? All of these things, right? You need to figure this out. For an example, let's say a company, the entire business model is that they outperform their competitors by over marketing, right? They're always out there. They're always in front of you. So for a company like this, if you bring in someone who sets the culture based on performance and efficiency, it's going to constrict creativity. It's going to work in a negative way. Another example, I'm not sure if you guys have heard of Alan Mundayli. He was the CEO of Ford back in the 2000s. Do you guys remember the 2000s? They were a crazy period of recession, especially for the automobile industry. So essentially, every single automobile industry in the US needed to get government funding in order to survive, except for Ford. And this boiled down to exactly one thing that Ford did differently. So basically when Alan Mundayli came back to Ford in 2006 to help turn around the business in this crazy time, he took bold actions to change the way the company operated. And it's crazy that it's one of the smallest things that you can do to help change the culture, right? It's like the butterfly effect. It's a very small thing that you think that you're doing now, which has incredible repercussions in the future. One crazy thing that he did was he applauded Mark Fields, another business executive, for admitting failure in an executive meeting. So all of the board members are present. There's crazy huge important people. And Mark Fields was honest and open enough to admit failure. And Alan Mundayli, instead of covering it up, instead of telling him to not talk to the, you know, not basically reveal this to the board of directors, he appreciated him. He congratulated him. And what happened was that this set the tone for change in the entire organization. Eventually, Mark Fields actually became the successor. So Alan Mundayli with this small gesture, he helped set the tone for open and honest communications, which are, you know, the foundation when you want to change or bring about a new culture in the company. All right. And finally, give back. You can do a lot of things. You can do a lot of group activities. You can go crazy on vacations. You can do all of this.  We want to feel that we've made a difference. We've made a dent in that universe. Right. So always make sure to give back to your, to your people. Right. Whether this is just feedback or certifications, whatever it is, right. Do it. The example of this was Howard Schultz, who was the founder of Starbucks. So he came back to Starbucks after about, I think, a decade-long hiatus. He came back because he felt that Starbucks unique customer-focused coffee experience was now at the back seat. And what was in the front seat was automation, diversification, and all of these things to make an organization a corporate. Right. Basically, people in suits trying to make money. What he found was that it's not working. Starbucks shares started to drop. They were not doing good business.  This was completely random, totally unannounced. If this was me, I would have said he was mad. Right. Because huge money, 7,000 stores being shut down for three hours, all so that he could retrain the baristas in the art of making coffee. He did this. He put employees first. And you can see now there's basically a Starbucks on every corner of the street. Right. This is what makes change. That is what is required for you to build an amazing organizational culture. Okay. All of this is philosophy. I'm sure you guys must have been sleeping by now. I'm just going to tell you what you have to do. Okay. Take this with a grain of salt because organization organizational culture is very unique. Not only to its organization, but to the time in which or the past. The path in which your organization is at. Basically, what this means is that all of these things that I'm doing right now, I would not have done two years ago. Right. Two years ago, the culture that I had of my organization is different from what it is now. This is because we keep going back and we keep working on it. That's what you need to do. It's not something that you do once and then you repeat. Right. It's not code. Unfortunately, I wish it was as simple, but you can do it. Right. A couple of things. I'm just going to walk you through stuff that we do at strict. Okay. Team activities. I know I started my talk at the beginning with you don't need a foosball table. Don't get me wrong. You need team activities, but they need to be directed. Right. There needs to be an end result that you want out of them. This is what we found works at our organization with the growth that we are in right now. Probably would have been different couple of years down the line. I think probably in year one when we started team activities were 100% just fun. Now it's about 20%. Right. 50% is focused on education. Right. How to give back to our employees. How to retrain them.  Right. And then 30% is team bonding. A couple of things that we do. What we do in terms of education is book clubs, nerd chat, two cents, all of these things. I know they're like, they sound like made up words to you. But essentially what this is are ways to get their team together and do something productive. Right. So book clubs is basically where we all decide to read a book and read it together. Nerd chat because we're a tech company. There's everyone that's learning different different things. We want to give back. We want to give back to the team and just help kind of, you know, upskill everyone at the team. So any skills that a person picks up, they actually share it back within the organization. And two cents is just something that we started recently where we realized at the point that we are in, we're all growing up. People have been in the organization for about four years, five years right now and it's time for them to take their finances seriously.  All of this stuff. So we started a program for that. So this is what makes a difference because it gives your high achievers something to expect and to actually want to come to team activities instead of waste their time. We need to have fun, right? As a team, you need to have fun. These are, this is the time when things kind of, you know, build and they form within your company, which these are kind of bonds that can never be broken.  Just have fun, right? And then team bonding. So what we do at script is that we run it like a democracy, right? So any huge decision that we take, we basically pull people and we take a decision together.  We have something called Freedom Fridays, which is a completely open conversation.  No judgment whatsoever. Just a platform for you to let your emotions go. And then you also do something called the monthly highlights where anyone who's achieved something or anything small, like, you know, someone learned how to cook a new dish or someone contributed something to open source. All of these are curated together. We make a small, like a PDF, like a booklet out of it, and we publish it to the world. We celebrate our people's success, right? We show them off to the world.  There's always competition in, you know, who makes it to the monthly highlights. Open conversations are incredibly important. If you want to build culture that, you know, that enables people to kind of be free, be open, be honest with each other, with the management, however you want it. So we actually have four different types of one-on-ones. We have the HR one-on-one, which is completely anonymous. So any kind of discomfort that people are feeling, they can voice it out. You know, project manager or a product manager one-on-one. This is very direct. It helps people set the pace for work, right? People work differently. The productivity is different at different times. You need to kind of find that out. And this conversation helps them do that. We have a team leader one-on-one, which is completely goal-oriented. What do you want to do in your career, right? Not at the company, but what do you want to do at your career, your entire life? So all of these things get discussed. And finally, we've got direct CEO one-on-ones. Because it helps people see that they are truly connected to the company, right? Completely honest. Yeah. So this essentially gives you a channel for having open conversations. You need to have a defined path for your employees, right? For your team.  So they need to figure out where am I and where am I headed? So where am I is very, very important for freshers, right? As a startup, resources are tight. So you are probably going to be hiring freshers for quite a while. So you need to help them figure out where they are, right? You do that. And what happens is that you build bonds and people feel that they're connected to the company, right? For people that have been there longer, where am I headed is so important, especially for high achievers because they hate feeling complacent, right? Challenges keep the fuel burning. So you need to define that for them as well. And clear communication. This is the opposite of open conversation. Basically open conversation is how the employee speaks with the management and clear communication is the other way around. How does the management speak with employees? Are they honest? Only if you're honest, people will also want to be honest, right? It's reciprocation. So are you talking about the good things that are happening in the company and are you talking about the bad? This is incredibly important for now with the entire coronavirus pandemic situation that's happening. So are you being open and honest to your employees about what's going to change within the organization? Do they know? Are they able to plan ahead, right? This is basically a reflection of yourself. And finally, do you provide a platform for failure, right? Famous Murphy's Law, anything that can go wrong will go wrong, right? So don't prepare for things to go right. As important as that is, you need to figure out what is a plan of action when things completely hit the road, right? So are you communicating? Are you providing them a platform to reflect, to actualize? There should be no blame game. You need to figure out what is the root and you need to prevent it. So once you do all of these things, once you reflect, once you actualize and fix that problem, are you updating your process so that you ensure that this doesn't happen ever again, right? And a picture is worth a thousand words. When you first start working on culture, you have a gazillion ideas. I want to do this, I want to do that. With this team activity, I want to read this book, so many things that you want to do. But what's going to stick is that if you document it, we actually have something called the red book, which everyone in the team contributes to. And this essentially acts as our north star, right? And what makes it really stick and work is that we go back to it. Once we figure out that something's not working, that, you know, we need to refine this, we go back to the red book, we figure out where we've written that and change that, right? It's a democracy. Whatever you're running is a government, right? You need to have things documented. Makes it easier for second level of management to follow through and to ensure that your culture never, ever fades away. It's documented. All right. So finally, we're at the end of our conversation. I hope it was the conversation. I hope you weren't falling asleep. All right, so basically the foundation for inspiration comes from three things, right? You get this right and it becomes easier for you to inspire people. Your values. You need to write this down. You need to have a conversation with yourself if you're the sole founder or with your co-founders. What are your values? What makes script script, right? What makes your company you? Your vision. Where are you headed? What is the end goal that you want to achieve? You need to figure that out. And these two things basically help you set the tone and help you set your organizational values and your culture values, right? Where is this headed? And finally, your being. Basically, how are you running the company? Is this all stuff that you've written down but never, ever executed? Because then essentially a waste of time, right? So are you hiring the right people? How are you firing people? That's incredibly important. How are you handling promotions? Basically, how are you handling your everyday? How is culture?  So once you get all of this right, you will be able to build, not build, inspire an amazing, amazing organizational culture. Well, thank you so much for coming here. I know Saturday you could have spent it sleeping at home. But thank you for coming here. Thank you for listening to me. If you've got any questions, you can follow me on Twitter. You can email me. We have an entire page dedicated to culture because we spent a lot of time on this. All right. Well, thank you so much, everyone. Thanks for attending. I hope you've learned something out of here. Thank you. Thank you for this amazing session. You all enjoyed. And yes, I mean, even if it's a Saturday, it's still a day to learn, right? Thank you so much for accepting our invitation and coming to speak here. No problem. If anyone's got questions, I'd be happy to answer. Sure. We've got about five minutes left, I guess. Sure. If anyone has any questions, please post it in the chat. Otherwise, we do have to Zulip Streams that Zulip is a real-time messaging platform. And people can ask questions there as well. So you let me know, right? Yeah. Sure. Yeah. Cool. Thank you. Thank you so much. Thanks for the invite. You can use the top right. Okay. Bhavani has a question. How to ensure that the culture traverses as the size of the company grows? Yeah. All right. So yeah, we've had some trouble with this, but we're happy to say that we, you know, conquered this. So what you need to do is completely document. You need to have some sort of culture book. All the amazing companies have it. You can refer to Buffer. Buffer and GitLab, I think, have actually open sourced their culture book. And you need to kind of, when you're onboard people, this is part of the onboarding package, right? They are required to go through it. They're required to read it. And what happens is that people already are entering your organization with this expectation, and they will follow through. And what also happens is that once you've documented it down, anything that changes, any revisions that you want to make to your culture, it is easier to communicate.  What we've also done is open up an internal communications board. It's basically a Discord forum where people can write, you know, like internal articles to share their thoughts, whatever. You need to build a foundation and build a platform for people to talk about culture. That's how you traverse it, basically. You're almost on the top of PR. Again, once again, thank you, Swati, for giving this amazing session. You can use the top right button and leave. All right then. Thanks again. Take care. Bye-bye. Bye.


And as in the first eight years of me investing in property, I did a completely wrong loss of money in the biggest way, and it took four and a half years to reach a point of what we call financial independence, where we we're getting sufficient income from property to cover our living expenses, cover our lifestyle, got into buying from auctions, bank represents the properties, got into tapping into multilets, got into doing back-to-back deals, you know, and now even done something powerful that


So gdb, the GNU debugger added a new feature where in the tui mode, you can scroll around using the mouse wheel. However, this feature broke selecting text, like if I want to set a break point on something, I can just double click it and then type out break on that thing. Or if there's some code I want to rerun or some expression I want to evaluate manually, I can't just do that by selecting and then pasting it. So today we're going to figure out what's wrong and then fix it. So first things first is we need to build the code from source, and make sure that we have a development version that also has the bug. I know I have the code checked out here. Let's make sure it's up to date. Okay, now it's up to date. Now we need to look at the instructions on how to build it. So let's look at the read me dot slash configure and make I don't want all the tools. I just want GB. Well, let's do it anyway, I guess. Building GB requires GMP and workflow. Live GMP dev lib MP of R dev. Maybe that'll work. Try again. Hey, seem to work. compile. This will take forever. Oh, the build failed. Why did it fail? There must be an error message somewhere. Warning, make info is missing apps install make info. Where's make info? Tech info. That's it. Try again. So while we wait for this to build, let's figure out what code might be relevant. So I think that this stuff is probably using end curses for the two e the text user interface. So I want like end curses text mode. No, not text mouse mode. has mouse get mouse mouse mask. So it's probably related to get mouse, right? Or has mouse. So let's wait, did it finish? Okay, maybe it finished. Hey, there's no colors, but the mouse thing is problems and addicts still. Okay, so we were able to build a development version. So let's look for them has mouse function. Nothing. Get mouse. Hey, get mouse. Can we dispatch mouse event? So who's calling this? If the character is key mouse. So this is handling the mouse events. But what turns them on in the first place? Asmas to make mouse events visible use mouse mask. So I guess I want mouse mask. So there's all mouse events and zero and zero. So maybe first text selection, I can change this to just button four and five. Let's see what events they use. So the events, they look at one, two and three clicks. That's the problem. And four and five pressed. Let's see what happens if I just do four and five pressed. I should give us a scrolling but not the click behavior. Maybe scrolling works. But I still can't click. So maybe I just need to turn this off. Scrolling still work. Oh, and now I can click. So scrolling was still working. That's interesting. Maybe there's another mechanism they use for scrolling. Maybe it's nothing to do with this scrolling code. So let's turn this off. Try that. Yeah, that's codes not active. So something else is doing the scrolling. Maybe there's a separate scroll thing. Okay. Maybe I was wrong originally about the scroll feature. Anyway, the setting the mask mask to zero seems to fix it. So what I'm thinking is because there's no way to keep like obviously there's no way to keep this behavior while also keeping the dark terminal behavior, I think we need to just turn off mouse mask. But that needs to be a user setting. So we need to research how to make a user setting in GDP. And I suspect there's no user setting already. There's a secret I looked into this yesterday. And I'm only now recording the video. Some of this already knew. But so let's try to make a setting. So this command shows the settings. So let's find a name for maybe unique setting like circular trace buffer. Add set show bully and combed. I guess we want one of these on set show. Okay, here's the two options. Let's add what is class. No class. Figure what this means. Maybe there's docs for that. H file. There we go. Class to E. Oh, I see what's going on. I think I'm not sure anyway. So debug two is Boolean to H pool enable mouse to enable mouse. True actually is a default. So mine is to enable mouse truly supports mouse clicks. I don't know. So what is this stuff down here? Show to debug null. Oh, you can put custom code there. So that's like a callback, huh? I guess we need a show. That's kind of dumb. Why doesn't it just do it for me? Show to mouse events like that name better. I need new formatting. This doesn't look aligned. Actually, does Vim align it? Yes, it does. Good. Okay, and then here show to E mouse events. Well, let's see if it shows up in the settings list. Oh, I broke something. So it's saying to reset list is not declared. Because it's stuffed into this guy. So I guess I got to put my code in here. Not where I put it. Now we should be able to show to E and it should appear mouse events. It's on help show to E show mouse events and to E mode. I'm missing a period. So it's currently on. And I should be able to set to E mouse events off and show and it's off now doesn't do anything yet. But cool. So let's commit our work. Oh my gosh. All these things. Let's commit our work whip. And now I have to wire the setting up with actual behaviors. So that's we lost it. mouse mask. This guy. So we need to say if to enable mouse. So default behavior broken. I set to E mouse events off. I can select things now. Yay. Now when I did that I went out of the mode. So if I set it back to on and go back in. Now if I turn it off again. Wow that worked. I did not expect it to magic the work. Hey, I guess we're done. I thought we would have to do some hook thing to change the mode if it's already visible. But I guess not. So let's look at the contributor guide. Let's read the read me. Contribute. Reporting bugs. See that. Oh, there's a GDB read me. Reporting bugs. Graphical interface. Writing code. Contribute. Okay, there's a file called contribute. For information see here. If you write a change, we encourage you distribute the change yourself. We also want to submit your change so you can be considered for inclusion. That's what I want. Certainly requirements. Check the contribution checklist. Okay, describe the rationale for my patch. Okay, explain how you test the patch. Okay. Okay, what's the title? Do patches look like this? Add set to mouse off to restore mouse selection. Okay, there's my message. Now what? Documentation. If your patch adds a new command should be added in the manual and mention in the news file. Oh, I need to do this. Update the docs. So we need to, I guess, look at an existing option such as to occur position and see where the docs are. There's a news file. So I need to put that there. But I want to do the doc first mouse events. I guess. So that's a doc. So let's add that to our commit. And we need the news. Oh, where other things documented, such as compact source new commands. So they just listed as a new command. Word ramping. Fim get it right. Okay, updated the news. Testing. I'm lazy. Public format changes. Sure. Submitting patches, send the patch to this. Get format patch. I think that's how you do it. And sent sent. That gets sent to a mailing list, right? So I can look at the archives to see my message. I don't know when it'll appear here. What is it you did? I fixed the bug or added a feature depending your perspective to quick Lynn, not quick Lynn. Hey, there's my email, which of course, this mailing list doesn't pretty colorize the patch. So so let's recap. First, we identified the issue. Then we built GDB from source so that we could reproduce the issue and also so that we could make code changes. Then we searched the code base for relevant code and hard coded a fix to keep the old behavior as an option. We added a configuration setting copy, paste and code from existing settings. Then we looked at the contributor guide, which told us what to include in our commit message and where to put user facing documentation. Finally, we sent off an email with the patch as an attachment. The whole process took about 45 minutes from downloading the code to sending the email off. The GDB maintainers eventually applied my email. They seem receptive and suggested some documentation improvements. Hopefully my patch ends up in the next version of GDB. I hope this video showed you how easy it is to contribute to open source, even for dinosaur projects, which use email instead of GitHub.


This study examined the feasibility of implementing surgical team mentoring in Malawi. The study found six different implementation scenarios, each with its own set of resources and potential for scaling up surgery at district hospitals. An output or performance-based financing scheme is needed to incentivize district hospitals to scale up surgery. Continued communication, monitoring, and reevaluation are necessary to ensure successful implementation of surgical team mentoring. This article was authored by Hank Brokwazin, Marty Lord Ifionaiakai, Gerald Mopasa, and others.


Any time you're analyzing data, you are making comparisons, you may be making them explicitly, or you may be making them implicitly. The comparison that's usually most important in research is, for instance, a controller baseline condition versus some sort of experimental or manipulated or intervention condition. The idea is that if people are randomly assigned to one condition or another, then the differences between people balance out and you can look at the effect of just that manipulation. But a really interesting and powerful alternative to this powerful meaning, statistically powerful, easier to find the effect with fewer people, is what's called a repeated measures design. And this is where everybody in your study gets to serve as their own control, their own comparison or baseline. Now, what you do that is by gathering data from them in more than one condition, if you have four conditions, you get it in all four conditions. And then you compare the change from one condition to another for each person, again, a much more powerful design, if your study allows for it. Now, the example data set that I want to use is the bugs data set. And this is where everybody in the study was asked to make evaluations about bugs in four different categories, bugs meaning insects. And they looked at insects that were either low on disgust and low on fright, low on disgust high on fright, high disgust, low on fright, and high disgust high fright. And the thing that they're being asked is how much you want to get rid of this bug. And it goes from zero and not at all butterflies are very pretty, nobody wants to get rid of them to high disgust high fright, which might be really big cockroaches or something like that. And people want to get rid of them. And so what this means is that people are making evaluations in each of these different categories and they get to serve as their own control. And this allows for extra power, although it also introduces a lot of additional complications into the analysis. One of the nice things about Jamobi is that it actually has the ability to do this kind of repeated measures analysis of variance. And other programs that functionality may not be there, or you may have to pay extra for it. But here we have it built in right away. Now, as I do in all the analyses, before you do the actual analysis, you want to do some of the background checks. So let's take a quick look at these four variables, these outcome variables, I'm going to come here to explore and descriptives. And even though we've looked at these in other videos, it's worth doing them again right here. And we're going to get some statistical summaries, but I actually find it a lot easier to use the plots.  Actually, and so I'm going to come down here to density, click on that. Now, unfortunately, I can't get side by side density plots for each of these, I would like that. And maybe that'll be available in the future version of Jamobi. But right now, what I can do is I can look at these distributions and I can compare them one to the other. Half here is low discussed low fright, where you see it bumps up against 10, but it goes all the way down to zero. Low discussed high fright, almost nobody goes down to zero, we get things a lot closer to 10. High discussed low fright, again, pretty close to 10. And then high discussed high fright, basically, everybody wants to get rid of those bugs. But now what we can do is instead of looking at the distributions overall, we can look at the changes from one to another. So what I'm going to do is I'm going to come here to the analysis of variance or ANOVA or ANOVA. And I'm going to select repeated measures, ANOVA. Now, the way you set this up may not be immediately obvious if you haven't done this before, because you have to specify how the various measurements fall into the categories or the overall groups that you want to combine. So it's asking for my repeated measures factors. And what I have is discussed and fright. And so I'm going to double click on this first thing right here. And I'm going to write the word discussed. And then I hit return. And it asked me what is the first level of discuss, I'm going to call it low discussed. It might not be high and low, you might be doing right or left or up or down or something like that. And I'm going to do that for the next one. Now I'm going to skip over level three and go to RM or repeated measures factor two, which is fright. And for that, I put low fright. And I put high fright. By the way, you see that it's filling in over here. And it's also coming down right here. And what it wants me to do right now is to come over and find the variables that correspond to the combination of these factors. So which cell which variable has the outcome for the low discussed low fright? Well, fortunately, it's abbreviated that LDL stands for low discussed low fright. So I just drag that over. And then low discussed high fright goes right here. High discussed low fright HDLF goes there. And then finally, high discussed high fright goes right down here. And so now it knows where the data is and it knows how to parse them into the variables that we're interested in. And it does the analysis right here. Now, if we want to, we can put in a between subjects factor like gender as well, that makes it a lot more complicated. So I'm going to leave it out for right now. But what you see here is that discussed changed how much people want to get rid of the bugs, fright changed how much they wanted to get rid of them. And there wasn't really an interaction between them. So discussed and fright didn't depend on each other. And so that is our initial result. But we have a lot of options with the repeated measures analysis of variance. So I'm going to scroll up here a little bit. Again, if I had a between subjects factor like gender or where people lived, I could put that in here if I want it. And if I had a covariate like a person's age or their level of exposure to bugs, I could put that in there as well. I'm just going to come down here and get an effect size.  And it's the common measure of effect size for the analysis of variance. And here we can see, for instance, that this point 123 means about 12.3% of the variance and a person's response can be attributed to the variations and discuss over twice as much can be attributed to variation in fright. And that there's just 2.4% that's associated with the interaction that's negligible. And then I can come down and I can specify the model. Now I'm just going to use the regular built in main effect main effect interaction model. So I'm not going to change that at all. I can look at assumption checks. Now, in the repeated measures analysis of variance, a common test is what's called sphericity. And it's sort of the repeated measures version of a normality check. And I can click it but it's not going to be really relevant because what you find is that we only have two levels in each of these we have high and low discussed high and low fright. So it's always met when there's only two if we had three or more than this would be important. So I don't really need that. Now in a normal analysis of variance, I could also do the equality of variance test. In fact, I'm just going to click on that right here as Levine's test. But you know, it's irrelevant for this one because I don't have a between subjects factor like gender. So we can ignore that one. I can do post hoc tests if I want. And so I can for instance, look at disgust and fright. And I can put them over here. It's not really necessary to do the post hoc test because I only have two categories within each one of them. And so it's obvious where the difference is if we look at the means. But if you had more than two categories within each factor, this would be something that would be important for you to do. I just want you to see how it works. You also have the choice of the correction that you do. The Sheffa and Bonferroni are very common. I prefer the two key test. And we can scroll down and we can see it's calculating all sorts of things. And these two correspond to the analysis of variance results we had earlier. And it's going to look at these specific comparisons, it makes for a very long table. And what it's telling us is that several of our comparisons, these first three are all significant in the last one, but not the middle two. And that's a lot easier if you were to go back and have a means chart. But it gives you the means and you can look at specifically these possible comparisons. Now the last thing we can do is we can come to estimated marginal means. And we can look at the effects. So I'm going to come right here and do disgust, drag it right there. And get a new term, I'm going to get fright and drag it down right here. And we're going to get a marginal means plot. I'll also get a marginal means table. And I can scroll down. And this is going to make it a lot easier to see what's happening in our data. Surprisingly, when a bug is disgusting, people want to get rid of it more than when it's not. And here are the numbers to go with that as well as the 95% confidence intervals. And when a bug is frightening, they want to get rid of it. And you can actually see that the difference for frightening is much bigger than the difference for disgust. And then we got the numbers right there. And so this is really the collection of information you can get from the repeated measures analysis of variance in Jomobi. Some of these options aren't really necessary when you have just two groups within each factor, or you have a simple interaction. But even with more complicated designs, it's nice to know that the options are there and available in Jomobi to allow you to use the more powerful repeated measures design to find out what's going on in your data and start getting insight into your results.


It's been 60 days since our Supreme Court halted the move by the federal government and the Central Bank of Nigeria, CBN, to end the circulation of the old Nairu notes across the country. That's why this ruling, the newly redesigned notes, have remained scarce and out of reach all for the common man. Plus, the news correspondent, Lovie Koukou Ayedokun, felt the polls of the people and brought back this report. The court's verdict stipulates that the old 200, 500 and 1,000 Nairu notes remain legal tender till December 2023. After much disregard for the court's ruling, the CBN succumbs. Surprisingly, the old notes, rather than the redesigned ones, are what is more available to the spendent public. Though the long queues seen at banks' ATMs when their worst scarcity of the new notes have disappeared, it is not yet Uhuru. Money is dispensed from this ATM machine and the old notes. Also, it should be taken away in a way that is convenient for everybody, not in a very hard way that people will suffer from heat. So, but up till now, I just withdraw from the ATM, there's no new note in it, just the old note. A little bit sad because I've seen the new Nairu notes just once and I've not seen it, but I think I sit down there because half is better than nothing. If I go to a bank, it's the old currency they give me most, and most people too are satisfied with that. Eight months till the phasing out of the old redesigned notes, many express concern about the feasibility. I don't sit to be something that is feasible, you know, it's fine, it's not going to be feasible because of all these unaligned reasons, you know, people might be struggling to meet up and they lose money and they lose value for their money, so it's not really feasible. Well, in Nigeria now, we every day surprise, so we're just hoping for the best. So I don't know if it's going to be possible or not, so I'm just fingers crossed. See, I don't know who wants to enter, I don't know who wants to enter, but the person may not try to repeat what happened that time because even if they don't want to enter, they're not going to use old notes until December.  In a recent statement, the CBN refuted claims that it is planning to phase out the newly redesigned Naira notes. The EPS Bank insists that old notes will cease to be legal tender by December 31st. Love you cuckoo or you cuckoo, plus TV news.