In this learning dialogue, we will see what data is to be collected in a technogenized learning environment. Tell or technogenized learning environment is a learning environment to teach a specific domain or a specific task or specific problem or specific skill to the learners. Tell is like other learning environments, it contains learning objective. The learning objective can be a student has to learn this task or student has to solve a complex problem so that you will learn some skills or set of question answers to be answered. And it has resources like reading materials, tools, so the student can use these things to answer the complex problem or to answer the questions. Sometimes tell might have a support like a mentor or tutor or a guide, end, feedback or something like that. We will discuss about one such kind of tell environment that is called metal. Modeling based estimation learning environment. Metal is a learning environment created to teach engineering estimation skills to second and third year undergraduate engineering students, specifically for mechanical engineering and electrical engineering students. Metal is created by IIT Bombay Education Technology Department. Here is a short video to show what metal is. Please observe carefully what are the tools in metal, what are the action student can do, think of that angle then let us move on to activity. When the student logged in we will get the instructions then we will move on to the problem. The introduction video will show there is a complex problem which can be broken down into smaller sub problems. So the student can create solution for sub problems and combine the solutions to solve the bigger problem. Here metal gives the sub problems for engineering estimation like quantitative modeling, qualitative modeling, calculation, estimation, evaluation all these sub problems are needed in order to understand the engineering estimation skill. These each sub problem is further broken down into a task. You can see that in the right side of the screen. This is called problem map. After solving the problem map the student has given the real time problem. So student starts solving the problem. So student solving problem map and selects one particular sub topic. When you select a sub topic you will be provided with a set of questions and answers to answer and also you can ask a guide me to understand how to interact with the system or there are other tools like a simulator where student can play the simulator video and try to understand what is going on and also there is a graph to interact with and these graphs are interactive. Like simulator we have some other tools say calculator and scribble pad. In simulator there are two pages you see the second page now where the learner can change the value of the variables is a calculator screen and there is a information about different values parameter values. Now you have seen metal. Metal is the tell environment to teach engineering estimation skills to grad students. And you saw the various kind of interaction student can do like they can interact with the simulator or they can use calculator they choose sub problems on their own that is a one big problem is given that is engineering estimation. In that there are lot of sub problems is there student can choose a problem on their own in any order. So, you have all this information there consider you are a teacher you like to use metal to teach engineering estimation skill to a class under grad students class. What data will you collect about the learners? What data you would like to record from the metal learning environment? Please think your answer you can pass this video and write down what data would you like to collect in metal after completing this activity you can resume the video to continue. So, as we discussed in the MOOC environment data collection there are some common parameters that is timestamp of each event or action learner ID session ID. In tele we do not have the IP address because tele runs in local system and we can collect each individual students ID and session ID. Apart from this common parameters in tele environments we like to collect all the tools the environment as like a simulator calculator and all the behaviors in this tools like a simulator has a lot of behavior they are changing the graph they are changing the value of the variables. So, all this information the behavior student does in the tools has to be captured. Each student can navigate to multiple pages like problem maps, screen, ask for the guide all this information which page the student is navigating should be captured. And response to the questions when in each sub problem there are set of questions to be asked to the students and students is responding to it what is those response. When the student log in when the student is log out with a timestamp these information should be captured in tele environments. Here is a two example to show the raw data in the metal weak store metal is implemented using node.js and the log data the students behavior is stored in a MongoDB. You can see the MongoDB we already add a structure like ID ID is student ID session ID is there and the page ID is exactly which page student is in is in the problem task qualitative model the student has selected the qualitative sub task in the problem map. And the student is asking for int that is a log data timestamp is there. In a second example the student is in the simulator page the student choose qualitative model from their event to simulator page. In another two examples the student is in simulator page but he moved to screen two in the simulator page that is simulator has two pages. And in the next example the student changing the accuracy value in a screen two lower accuracy high accuracy values. So if you arrange these log data in a time sequential manner and look at the log data we can recreate the scenario the student gone through that is a student was in quantity model he was asking hint then he went to simulator the event went to second screen in simulator after going the second screen he went into the lower accuracy change something there and we even identify how much time he spent on each action. So we need to note down this much rich data in a finer grain level we need to note down the level of in each second the students interaction with the system instead of for each second we record a data based on the events.


Hello, everyone. Welcome to this talk. My name is Florian Huynikke. I work for Gina AI. It's an open-source company for new research, and I'm very glad you invited me. Thanks a lot. Very appreciate it. And today I would like to talk to you about one of our new products called Gina Now. And it makes it very simple for you to deploy your own search application within minutes. And normally people from big companies would be able to deploy such a service, but since we're working on this on their open-source domain, everyone can deploy their service just within minutes, and I'll show you in a second how this works. Here you can see a deployment of Gina Now. And it's using a birds data set, which allows you, in this case, to search for text and also for image. For instance, we can search for the cardinal, one of my beloved birds, and also you can search for images. And let's search for this colorful bird. And as you can see, we get similar-looking birds as output. Sometimes ago I took this image of a sparrow at Berlin Alexanderplatz. After uploading that image, I get similar sparrows as search result. Our open-source product Gina Now is, of course, not just for birds, so it can work with any general image data. In the following example, I show you how it works with fashion data. Here I deploy Gina Now using a fashion data set. And summer is coming, so I want to have some shorts. So let's search for black and white shorts for men. And these are the results. And actually, I like this one a lot. So this front-end is very good for getting you started right now, to immediately run some queries and to explore your data. If you're ready for the next step, then you can also integrate Gina Now into your product by using our REST API. Here you can see the open API specification, and this is highly usable for the front-end engineers during the actual implementation. So I hope I made you a bit curious on how you can use your custom data to deploy your personal new research case using our open-source product Gina Now. So let's directly jump into the terminal. The first thing we have to do is to install Gina. So we do pip install Gina. After Gina is installed, we can just type Gina to see the help text. And as you can see, there is a Now keyword to get your search case up and running. So let's type Gina Now start. Now Gina finds out that Now is not installed already, so it kindly asks you to install it. So let's copy this command, type it here. After the installation is finished, you can just start Gina Now. You can use the arrow keys to select one of our predefined data sets, but you can also choose to take a custom data set. In this example, we will just go for artworks. Here you can select the quality of your search case, and you can choose between medium, good, and excellent, but also have a mind that if you choose a better quality, then we have to deploy a larger machine learning model, which then takes more resource from your machine. In this case, I choose medium quality. Now we get asked to choose the deployment option, and since all of the clusters are cleaned up on this machine, we can just create a new one. Here we have to decide where to create it. There are some possibilities, for instance, to deploy it on Google Cloud, but in this example, we choose to deploy it locally. Setting up the cluster, and then also indexing all data, will take a few minutes. In this video, we don't have much time, so I do a fast forward. And here we are. We can see that Gina Now finished the deployment and responds with a URL to the search case. In this case, it's a local deployment, so the URL is also localhost. So let's click on this and go to the search case. After opening the link in the browser, you can see the Gina Now front-end, but this time with hard data indexed instead of birds or fashion. So let's just run the search query to confirm it's working. So it looks good to me. By now, using your own images will be very easy for you. You just have to type Gina Now start then the data attribute, and provide a path to your local image folder. That's it. I hope you liked the video. And thanks again for having me. And the open source AI community is just amazing. I hope to see you soon. So, bye-bye.


Now, let's hear from one of the world's leading experts in remote work, Professor Raj Choudhury from Harvard Business School. Raj was studying remote work practices before the worldwide shift to remote in 2020. His research has formed the basis for many policies and practices since, and now he turns his attention to an area that we all need to understand better, internal networks in the distributed space. How can we help new team members make connections and advance in their careers? Raj is going to share with us the results of a study on virtual water cooler chats and how they affect individual performance outcomes. Can an informal conversation with a senior manager make a measurable difference in a newcomer's career? Let's find out. Hello, my name is Raj Choudhury and I'm an associate professor at the Harvard Business School. I study the future of work and most importantly, for many years now, before the pandemic even, I've been studying what I call work from anywhere, which is a form of remote work that allows employees, individuals to live where they want to live and not be where the company has an office. And so I've been studying all remote companies such as GitLab, but others do such as Zapier and Doist and Seek for several years as well. And today I'll be sharing some of my research on one of the problems that comes up all the time when I discuss with CEOs and CHROs about remote work. So let me share my slides and then I'll go through my material, but feel free to please ask your questions on chat at any point during this talk. Thank you. So what I'm going to talk about today is what I call virtual water coolers. And you might have heard this term before, even if you have not, that's okay. I'll tell you what these are. And then I'll discuss the results from an experiment that me and my colleagues were able to run last summer. So now you know what I did last summer. So first, I would like to spend a little bit of time talking about work from anywhere. Work from anywhere is a form of remote work, but it's not the same as just working from home. So when you think about working from home, that is something probably a majority of knowledge workers have now experienced. So I shared this picture from the study done by a team from Stanford, which shows this employee working from home. And the general format for working from home is you work from home three or four days a week, then you go to the office. So you essentially are stuck to the location where the company has an office. In work from anywhere, you can now relocate to a location of your choice. So this is a map showing where the US patent office allowed its employees to spread out in 2015. That's correct. They sort of started this work from anywhere program in 2012. And so by 2015, folks had spread out to Florida, to California, to every part of the country. So each dot is a US patent exam. And so I call this live and work anywhere. And what this form of remote work does is it allows employees to enjoy what I call geographic flexibility. So you can choose where to live. So if cost of living is a big concern, you can go to a cheaper town. If you want to be closer to your family, so be it. And this really ships the ball game in terms of where talent lives. So just to summarize what I found in my research related to work from anywhere, the benefits to individuals is pretty obvious. But I've made the business case to many, many companies through my research that this is also a win win for companies. And so there are four main things that I found in my research for why work from anywhere is a great policy for companies. So the first and foremost reason is work from anywhere allows companies to hire from anywhere. So you're not stuck to just hiring from the labor market where you have an office, you can now hire from anywhere in the world. So if the talent lives in Kenya, in Ireland, in Bangladesh, you don't even need to give them a visa to immigrate to the US. So that's the biggest reason you become a talent magnet. The company becomes a talent magnet when it embraces work from anywhere. And I have plenty of research that documents that. The second thing that I found in my research is work from anywhere leads to productivity gains, at least in some settings that I have carefully looked at. I'm not claiming this is going to be always true, but it's definitely true under some conditions. And I'll show you one graphic in a minute. The third reason is when you embrace work from anywhere as a company, you create a more inclusive workforce. And let me just explain that with one example. So if you think about gender and workplace, for many years, women have borne the brunt of dual career families. So even if the woman had a great promotion opportunity or a job opportunity, that might mean that she had to relocate from Kansas to New York, from New York to Silicon Valley. And often the spouse couldn't move or wouldn't want to move. And the woman had to let go of the opportunity. But if the company embraces work from anywhere, the employee can get promoted or can get additional responsibility without relocating. So you solve the problem of dual careers. And so this, in my opinion, creates a more inclusive workforce. And finally, last but not the least, when you embrace work from anywhere, as the example of GitLab and several other all remote companies have shown, you don't need real estate or at least don't need as much real estate. And that can be a significant source of savings, especially for startups. So that's, I can speak all day on why work from anywhere is great for companies. But let me focus on, and this is just the graphic showing how the productivity of patent examiners went up and stayed up when the patent office embraced work from anywhere in 2012. If you're interested in this research, the paper is available on my webpage. You're free to take a look. So today, I'm going to, for the rest of my talk, I'm going to focus on this question that comes up again and again. So I've heard CEOs and CHRO say, Raj, we get it. All the benefits you described seem meaningful. But how do we facilitate informal interactions in a remote workplace? And this is especially salient for organizational newcomers, interns, new employees who do not know anyone in the company. How do we make sure these folks have informal interactions in a remote workplace? And relatedly, what I've heard many CEOs say is, don't we miss those serendipitous water cooler conversations that we used to have in the physical office? And isn't that something that we should preserve? And shouldn't that be a reason we should all go back to the office? So I've thought about that question for a long time, very deeply. And let me share some insights first relate to what I think about interactions in the office. It is true that we have these cafeteria conversations, hallway conversations, and water cooler conversations in the office. But if you think deeply about with who do you have these interactions? It's typically people who are physically setting close to us in adjacent cubicles, maybe the same floor of the office. So the top graphic on the left actually shows research by Tom Allen, which was done in the 1970s, where he showed that these in office communication patterns decayed exponentially after 25 meters. And if there was a wall between the two employees, the conversation happened much more rarely. And if there was a ceiling between the two employees, if the employees were sitting on different floors, you almost never had a water cooler conversation. And think about the implication of that. So what's going to happen and what used to happen is folks had water cooler conversations with people just like them. So interns spoke to interns, new employees spoke to new employees, sales spoke to sales, R&D spoke to R&D. And that's a big source of why we get these organizational silos. So the thinking that I've put forward is that we can break these silos, these hierarchical silos, these organizational silos, these functional silos by organizing virtual water coolers. So what is a virtual water cooler? A virtual water cooler is not, first of all, a zoom happy hour. Because in a zoom happy hour, only the same set of people tend to show up again and again. And they tend to be all extroverts and friends of each other. So virtual water cooler is a session, a zoom session, Microsoft team session or a Google Hangout session, which is organized by someone in the company, maybe HR, maybe the head of remote, someone in the company curates this randomly constructed group every week. And folks come together for 20 minutes, 30 minutes to talk about work, to talk about what's happening in the company, to talk about what's happening in their personal lives. But the main design principle is it's a randomly constructed group. So someone in the company sits down with the list of employees, and then mixes them up. So you get the CEO speaking to interns, you get R&D speaking to sales, you get Houston talking to Jakarta. And you never know who you're going to meet this week. So if you do this over time, what happens is for every employee, you are broadening the organizational network that you know, inside the company. Now, this was the idea that I had early last year. And then the question was, what does these virtual water coolers do for productivity? We didn't know the answer.  And so what we did is we took the group of couple of thousand interns and run an experiment. So in this experiment, they were there were two treatment conditions and three control conditions, which the graphic on the left shows. So the two treatment conditions where where the interns randomly met some really, really senior managers at this company. That was the first treatment condition. The second treatment condition was when these interns met other interns, but randomly again. And then we had three control conditions, one related to informal, asynchronous text based communication. Then we had a team project where you met the same interns, but every week and worked on a formal project. And then finally, the passive control group received none of these. So they just had free time. And then we ran this week on week. So every week, there would be a random lottery assigning people to one of these conditions. So you got assigned to one of these five conditions. And then every week, there was a second lottery, which said, do you get your condition this week or not? So that's what we call a dose effect. So you could meet a senior manager two times, three times, four times, one time, or none at all. So this is the focus of the experiment, thinking about how do these randomly constructed interactions with senior managers affect your productivity outcomes? And what we find in a nutshell, and once again, the paper is on my web page, on my web page, we find that these randomly constructed water coolers with the senior managers affected performance in a positive way week on week. So that's what and the two bars that I'm showing you here. The green bar is where the senior manager did not share the same demographic characteristics as the intern. And the yellow bar is showing the effect if the intern and the senior manager shared demographic similarity. So what we find here is that the senior manager of water cooler has an effect on average. And the effect is really, really strong if the intern was just like the senior manager in terms of gender and race. And that is the performance maximizing condition. That condition is better than all the other four conditions in the experiment. And we find a similar effect on the probability of, so I showed you the probability of receiving a job offer on this slide and the weekly performance on this slide. Same effects. So in short, randomly meeting a senior manager just like you has a strong positive effect on weekly performance and the probability of getting a job offer. And then the question becomes why? So to understand that why question we conducted a deep qualitative survey. And what came out was that lots of information and advice that normally would not be shared was shared in these water coolers, especially the senior manager of water coolers. So it's just like meeting someone in the hallway. The only difference is the intern normally would not meet the super senior manager in the hallway. But in the remote workplace, you can make that happen. And that has an effect. So that's the experiment. You can read more about my research in my Harvard Business Review article, which was the cover story from November, December 2020, entitled the work from Anywhere Future. And I would love to stay connected with all of you. And this is my Twitter handle. Thank you so much.


aren't nearly as effective as simply just just relaxing your body and that would Okay, so just give me an example of situations that make you extremely anxious and how you overcame that. Okay, well I'll give you an example, well how is an example of failure. So yesterday I met Whole Foods, right, and this is a brand-new Whole Foods, by the way, like brand spanking new, right, just opened like not even a month ago. The paint's still wet, you know, and it's giant, it's a giant one, and so, you know, I feel myself potentially getting sick, I don't know if it's the COVID, I don't know what's going on, but I feel like I need to make some chicken soup. So I go to the meat counter at the Whole Foods to get some bones to make soup with, and I get there and there's like four guys behind the counter, right, and for one thing, nobody waits in line anymore, they just kind of crowd around, you know, and start shouting and just budding and doing all these things that never used to happen before.  Wuhan, it's like Wuhan, all of a sudden in Whole Foods. I think I'm going to Whole Foods and suddenly I found myself at Wuhan, at a Wuhan wet market.  Okay, and what about with IT stuff? So I often experience anxiety and rage and insecurity and fear with regard to IT stuff, how about you? Well, that is my line of work. So I've developed techniques for handling that stuff. So I have techniques.  And your options are very limited and you have to know the secret handshakes and you have to know how to look for the secret handshakes. But the simple answer and you're going to know this answer is to Google. You can believe it or not. Yeah. If you can, you can put a pretty poorly formed question and pretty quickly arrive at a you can write you can arrive at a blog post. It's addressing exactly the issue you're facing. Yes, we're not alone. We're a community. We're not islands. We're all bound together. And on a one to 10, how, what kind of grade would you give yourself in your profession with 10 being most excellent? This may sound arrogant, but I give myself an eight. Wow. Yeah.  So I've got like a lot of day to day experience with all this stuff. So I have, you know, there's something to be you can be very intelligent or you can have a lot of experience. So I have a lot of experience. So what do you notice about younger people in your field? It's a good question. First and variable. There are some that are very smart. Like I said, they're they're very smart, very quick on the uptake, but they don't have the sort of deep foundation that allows them to think outside of pre made ready made solutions, right? How important is that deep foundation for simply getting it done in the real world? The deep foundation comes into play. When something goes wrong, right? To understand a diagnose, to understand a diagnose a problem. You need that deep foundation. You can get something done in a more or less effective way.  But a dot needs a doctor to understand the cause. That makes sense. So the younger, younger people are the better ones are eager and they're receptive to new information. And they're hungry, right? But there's a lot of people that just want to get paid and go home and want to just do as little as possible. And they end up they add a lot less value. But you can coast, you can, you can you can get away with that latter attitude for a number of years. And because there's just so much, there's so much demand for, you know, technology, people that can do technology, that people are really willing to overlook a lot of deficiencies. In the way that somebody that's job whose job it is to sort of change the the airplane to fix the airplane engine would not get such slack. Because ultimately, it's only data. So what are you one of the primary tools that you use to combat unwanted levels of anxiety and fear and frustration and anger? Exercise, even light exercise, walking, twisting, stretching, swimming. I'd like to say meditation, I used to do that, but I simply can't do it anymore for some reason. I don't know. But I find I'm able to discharge a lot of mental stress through physical activity. And also, I have an attitude of I've also the only added here's just I mean, this amount, this may sound really simple and trite, but you have to just remind yourself it doesn't matter. You know, yes, it's important to get this done. But if you just sort of tell yourself, if I relax, I'll be able to get this done. And this be all this whole little drama will be over. And you'll move on.  It's a paradise. Do you ever suffer from imposter syndrome? Early days, my career, yes. Absolutely. Because I was an imposter. I was a total fake it till you make it imposter. And I got sick of feeling that way. So I, you know, I buckled down and worked at it. But yeah, the entire first year of my working life is a total imposter. I used to think I would be fired. I'd go to work thing was my last day.  But this was like during the dot com era.  May I ask what's the most amount of money you've ever made in one year? Is it is it cool to talk like that? I made 150 one year. Okay. So yeah, the most I've made is six months. Okay, so yeah, the most I've made is six figures. But that year was such a painful year. It wasn't worth it in the end. How many how many hours a week did you work? I worked about 50 I guess it wasn't the number of hours. It was the amount of stress that surrounded the work. Yeah. Like, I would wake up every morning and just think I'd rather be dead than go to work right now. I would rather be dead, you know. So I decided not to live like that anymore. It's not, you know, the money is fine and everything, but the pain associated with some types of work is just not worth it. You know, because money really didn't really, it didn't really change much, you know, having that sort of extra financial cushion, you know, it didn't it sort of led me into bad habits, actually. So it's weird that your your needs kind of automatically expand with your income, you know, buying all sorts of vegetable juices. Yeah, it's like little things like that. And you're like, oh, I can afford it. Yeah, I can afford it.   So here's the thing for me. This is the number one factor in in my anxiety levels, my fear levels, my narcissism levels, my depression levels, and, and maybe even my energy levels, it's the quality of my relationships with other people. If I'm feeling strongly connected with other people, my anxiety, and my depression, and my rage, and my fear, and, and my need for, you know, narcissistic release and diversion is quite muted. So if I'm not feeling strongly connected with other people, then, you know, I'm just wide open to, you know, any of these various maladies. But it overwhelmingly just comes down to the quality of my bonds with others. Yeah, you say that often. Do you find that they haven't flow or they just remain? Oh, no, they absolutely haven't flow. Like, I, I thought that I had great relations with someone. And they really suddenly realized that they hate me. Or hate you? Yeah, yeah, in IRL or online. Yeah, in real life, I thought I had great relations with someone.  Oh, yeah, man or woman, a man. Like your peer group or older younger? Peer group. And yeah, that was that was devastating because you know, I thought he was a friend and I completely misread that. Or I've misread my standing in my community, whichever community it is. Now I thought it was above average. I thought it was good. And suddenly, I walk into a room and I realize it's below average. Well, do you feel like you picked up on social cues? Accurately? I think I'm okay. I wouldn't say I'm a I don't think I'm above average. So I do have a rule. I will not date any woman who's worse than me picking up social cues. So that only happened to me once. And after that, I said never again. But I mean, that's a pretty big miss. I have to say, I mean, like, yes, yes, I've had some big message. Yeah. I'm not I'm not trying to criticize you. I'm just saying.  I mean, people. How often did you have contact with this person? Every day. But I made one tasteless joke to many. Oh, you know, I could see that. Yeah, I could see. Okay. You know what? Here's what it is. Some people can absorb a lot. Yes. And then they break and they break violently. Other people can't absorb too much and they let you know immediately. Yes. Right. And so you can calibrate around them. Yes. But it's it's those silent types like me. Yes. I absorb a lot. I absorb a lot.  Yeah, but he made it clear all along that he didn't appreciate this particular type of humor. He made it clear. And I just ignored an overroad. Now that now that's a mistake. Well, why would you do that? Because I get high from thinking I'm entertaining people. Yeah, see, that's, hmm. I think you, you think you're like testing the bounds of the friendship? And that's a weird behavior. Are you trying to say it? Well, you know, I can, I know he doesn't like it, but I'm gonna taunt him anyway because our bond is so strong. No, it's more like, I'm not even thinking about how he doesn't like it. I'm just thinking this is a hilarious remark to make right now. Now, is it was it really off color or was it just slightly off color? Well, I said to two Jewish businessman, you know, I really love your your Torah learning or something like that when they were talking about bargaining techniques. That's now I only found out funny. They didn't find out funny. No, not at all. Interesting.  Yeah, I talked about I love seeing you I love seeing you guys use your Judaism. I love your Torah, man. And he just exploded. But I mean, he made it clear 10 times before that he didn't appreciate this. Well, do you think maybe he felt, you know, a little guilty or something? Or he was just he was right just leading in dignity. And he was always right just leading it. But I just didn't notice. But now he just exploded in front of all sorts of people. Oh, and then I went right back at him. And see, that's, you know, it's a very interesting tale or something as you do. And that's happened to me hundreds of times in my life. Hundreds of times hundreds of times in my life, I am getting high at making jokes. And other people are offended, but they tolerate, tolerate, tolerate until they explode. And a psychiatrist who said, you know, body is driven to provoke people and he won't stop until they set limits on him. Now, so you've been exploded on? Yeah, a hundred times in your life. Yes. Oh, man. Yeah, I've been exploded on but not recently.  And that was because I I wouldn't say exploded at her. But I publicly, you know, I in a meeting, I told her not to interrupt me anymore, you know, very firmly and very directly. So I don't you know, I was, I think perfectly within my rights to say that. And then she just starts flailing her arms and her face gets red.  Yeah, I just realized, wow, I've been exploded on 109 times. And I never did anything wrong. I've been like ejected from communities 109 times and never for anything I did. Oh God. 109 times people have just freaked out on me for no Don reason. Exactly 109. Exactly 109. I couldn't believe it. I was just adding it up in my head now. 109 109 times I've been kicked out of a community and it's never for anything I've done. Just people are irrational eruptions of rage at me. You didn't do nothing. I never did nothing. I was just like minding the Torah is just you know, doing mitzvahs and 109 times for no good reason. People just get furious at me and throw me out of their community. You were practicing your own internal morality. I was wasn't practicing my own internal. I was practicing the Torah's morality. Yeah, true. True. Your own in group rally. I was practicing the divine law.  And it's like, it's like a pogrom. It's like a pogrom. It's amazing. It's amazing how the cycle repeats. And no one seems to be reason. That's the whole point. Like if I done something wrong, I'd understand it. But 109 times for no good reason. I mean, I just hope it doesn't end up with like six million times. Well, let's get have, you know, yeah, this can affect your wider community if it's kept up. Six million is no joke, bro. No, no, I mean, 109 is pretty bad. Well, so what so how could you become conscious of this behavior pattern? Do you and maybe, you know, I used to have a lot of annoying ticks and probably still do. And, you know, people have made me aware of this, and it's very painful to receive that message. And so you I guess you have two options once you get that message, you can either take it on board and do some introspection. Or you can go into denial and sort of double down. Kind of like the Ralph's sort of situation. So someone I was staying with someone and and she was participating in her book club with members of her Anglican church.  So I put on my dad's bright red dressing gown. And you know, I just kind of flounced out into the living room. And I lay on the couch like a full view of her book club. And I started doing this exercise. I had this like this this pain in my piriformis muscle, which is like right in the middle of the buttock.  I'm lying down on the couch. And it's look looks from an objective perspective, it looks like I'm humping the couch. But I'm really just doing an exercise for my piriformis muscle. This person whom I'm staying with like says, Oh, I'm sorry, I got to go because it looked like I found out that I was doing a strip tease and then humping the couch when they were trying to have a godly book club discussion. How old are you when this event happened? This was about two months ago. And I thought it was hilarious for you to say 20 years ago. This is like two months ago. I thought it was hilarious. Like I just laughing and laughing. And this person close to me is a very respectable person. And she was in Australia. Yeah, this is in Australia. And this is a very respectable person with no important connections, you know, maybe even work connections. And these people are very important to her and brother is doing a strip tease in the background and then culminating by humping the couch. And and so I just think it's like the most funny thing ever. And so I call my brother. And I say, Oh, you never guess what just happened. Isn't this hilarious?  The gall of him. Yeah, I thought this was hilarious. I thought he would join with me in celebrating the hilarity of this trip tease humping the couch performance. But he just thought I was being selfish with the offended party, your sister. I can't say I can't get into that. Okay. Okay. Okay. Well, Luke, I mean, I gotta say, you have to have to ask yourself to these behaviors serve you. Isn't that what the 12 step question would be? That is the question. And it didn't. But it wasn't horrible. Like it wasn't a 10 out of a 10 disaster. But you know, it was it was a bad thing to do for someone who'd been very good to me. And that doesn't serve me to do bad things to people who be good to me. I think you I think you probably this is how you saw it. I'm gonna show my appreciation to her or him. I think it was her by amusing them because they're all very intense and I thought I was bringing in I thought I was doing a mitzvah. Yeah, no, I was bad optics. It was better. It was better. But I can honestly, there was a part of me that would do I don't know something exactly like that. But I do I used to inject levity in situations where it wasn't called for it wasn't appreciated. Not to the degree that you have done. But I sort of understand the impulse, you know, that class clown impulse. You know, and I'm not even sure I condemn it.  I don't know. solemnity. I don't know. Doesn't take not everybody can be solemn all the time, or even any of the time.