In the industrialized, developed world, we tend to be arrogant. That is especially true in the field of psychology, where we think that we possess the monopoly on the knowledge of the human mind, human nature, the human psyche. But the truth is, there are nuggets of wisdom and excellent expert advice all over the world. And today I'm going to do my bit in introducing you to knowledge in psychology that comes from a far away corner of the world, Zimbabwe, of all places in the African continent. Today I'm going to discuss the work of Jonah Niyoni. Jonah Niyoni is an author, speaker and leadership trainer, and he came up with a 10A model. It's a model that deals with how to set life goals, how to conduct your life in a way which will bring you contentment, if not happiness, and would maximize your self-efficacy and self-actualization. And what I'm going to do, because Niyoni is also an excellent writer, what I'm going to do, I'm going to read each and every one of the 10As. I'm going to read what he has written, and then I'm going to provide a brief commentary on the state of the art in psychology and how it corresponds to what Niyoni is saying. So let's delve right in. Our life, says Niyoni, becomes a success when we have a systematic and structured design. And then he explains the 10A model of framework on how to design life and how to find meaning in life. He says, life is controlled by laws, and our success is based on us aligning to them. Life principles are silent, yet so powerful. If we align with them, we are rewarded, we are recognized. So the 10As. The first A, align. Niyoni says, a human being is designed for specific assignments. The moment we align with our purpose, we start living a fulfilling life. When you're not walking and working in alignment, you pay dearly. If what you're doing is not giving you peace, ask yourself, what will give me peace? What will give me fulfillment? What will give me true meaning? What will help me positively impact people or things around me? You have to find passion, purpose, meaning, and joy, says Niyoni. Indeed, this sits well with several traditions in psychology. Most notably, Viktor Frankl's search for meaning and logotherapy. The belief that a passion, a desire for something, a goal, a purpose, meaning in life. They bring joy, contentment, and happiness. They enhance performance. The brain is neuroplastic. It is not true to say that we are born with a rigid, limited set of potential talents and skills. We can, and very often do, develop new skills and find new talents throughout life. Still, there's no debate that we have strong points and weak points. There were more talented in certain ways than in others. I refer you to Martin Gardner's book about work, about multiple types of intelligence. So the aligned part of the 10-A model sits well with current knowledge in psychology. And we move on to the next A, accept. Niyoni says, accept that you can't be everything to everyone. Accept that you have your unique talents and downends and innate abilities. Don't swim against who you are. Don't run away from yourself. Don't try to be someone else. Live your life. This advice is worth its price in gold. This is the golden mean. This is the number one advice I would give to anyone in trouble, in depression, in anxiety, and so on and so forth. The vast majority of mental illnesses, in my view, are the sad outcomes of self-betrayal. Self-betrayal is often internalized. Other people betray you and then you adopt their point of view and you betray yourself. Self-betrayal involves self-denial, misapprehension of yourself, misunderstanding as to who you are, what constitutes your core identity. And so self-betrayal goes hand in hand with something known as identity disturbance. You shape shift. When you've betrayed yourself, when you negate yourself, when you deny and reject yourself, when you love yourself, when you self-defeat, when you self-destruct, your identity is unstable. You're also unable to form continuous memories, you dissociate typically. And so with an unstable, diffuse, disturbed identity, one can rarely set long-term goals, let alone accomplish them. So accept yourself. Self-acceptance is crucial. Indeed, it is one of the four pillars of self-love. And I refer you to my video titled Four Pillars of Self-Love. Not surprising. The next say is action. Nierni says, now that you know how you are supposed to serve the world, put action to it. A dream is never enough. Wake up and act on your dreams. Build on habits that ultimately build who you are. Your actions should be done daily or frequently.  Indeed, action is the crucial, and now it's me, not Nierni. Action is the crucial boundary between daydreaming, planning, fantasy, and reality. Action is the bridge that leads one into self-actualization and self-fulfillment. Numerous people sit around daydreaming, fantasizing, imagining things, and yet they find it extremely difficult to translate any of these to cogent, coherent, and cohesive action. Nierni recommends action as one of the ten A's. In the absence of action, even if the rest is relatively healthy, life itself is unfulfilled, unrealized, unmaterialized. The absence of action translates into a constriction of life and narrowing of the horizons and boundaries that constitute the trajectory and path of self-development and self-growth. Action is critical. Actually, when we treat depression or depressive illnesses, the first thing we do is we force the patient, well, kind of force the patient, to act, to become active. Busyness is not only a distraction, it enhances self-esteem, it builds self-confidence, and it puts the patient on the way to healing. Action is critical. The next A is assertion, and this is what Nierni has to say about it. Your neuro or brain language is important. What do you say to yourself? This is positively looking inward and igniting our passion through positive self-talk. We speak to ourselves more than we do to others. What pattern or paradigm do you assert to your brain? Speak faith to yourself and prime your mind to rise to its computational creativity. Be intentional in how you use your brain. The key to happiness is to talk to yourself and trigger positive voices in your brain that talk to you all the time. Indeed, inner rhetoric, that's the term used in cultural studies and clinical psychology and so on, inner rhetoric is crucial, this is me again, is crucial. The voices inside you, also known clinically as introjects, the voices inside you maintain an ongoing polylogue. And your authentic voice, the voice that represents you, participates in this ongoing discourse. And the outcome of these exchanges and interlocution, these outcomes determine not only your next destination, but who you are. Your identity is therefore mostly verbal. Your memories are recreated on the fly with the contribution of these voices. It is very important to get a hold of these dialogue or monologue or polylogue or internal rhetoric, intrinsic rhetoric, and to transform it into something positive, motivating, driving you forward, rendering your identity boundary and clear, not fuzzy, and shaping your memories within a narrative that determines who you are and what you're going to do next in order to become more of you. It's a process of becoming. It's a process of getting closer to yourself, getting intimate with who you truly are. The next A is advice. Neone says, everyone needs counsel. You can get advice from a mentor, advisor, coach, or through reading quality and relevant content and listening or watching quality content. The wise writer said, where there is no wise intelligent guidance, the people fall and go off course like a sheep without a helm. But in the abundance of wise and godly counselors, there is victory. This is a kind of paraphrasing of Proverbs chapter 11 verse 14. Proverbs chapter 15 verses 22, 23 and Proverbs chapter 19 verses 20 to 21. Naomi, that's a crucial piece of the puzzle. Our ability to seek help, succor, advise is what differentiates us from narcissists, for example. Narcissists are unable to admit that they are imperfect, that they are in need of someone, of something, some help, some tips. They're incapable of this. And this inability to reach out to other people and benefit from their experience and the treasure of their wisdom, this inability renders the narcissist rigid, incomplete, and actually imperfect. We approximate perfection asymptotically by amalgamating and aggregating ourselves with other people. It's a bit of a colony concept where when we interact with other people, we actually appropriate their experience, their knowledge, their erudition and their wisdom. We become more interpersonal relationships render us more of who we are, not less so. And so if we want to avoid the pitfalls of narcissism, which is highly lacking in self-efficacy, then we would reach out for advice. And this leads, of course, to the issue of interpersonal interactions between people. And the next A, association, Naomi says, this also adds to what has been said in the previous paragraph. This speaks to people that we intentionally or unintentionally decide to associate or network with. The quality of people around us determines what we think about most of the time, what we think about most of the time, what we think about as a say in what we become. But we are just a product of our thinking. Indeed, this is the main insight of the object relations schools and later schools in psychology. They realize that there's no such thing as an individual, an atomized particle, which is uninfluenced by the environment. We are all the products of relationships. We are all relational beings. So association is not only a mechanism for amplifying or enhancing or magnifying our self-efficacy and our ability to extract positive outcomes from the environment. Association is also a determinant of identity. We are the sum total of our relationships. And so it's like a Venn diagram. We are the common area between the two circles. And so association is critical to the process of self-discovery, growth, personal growth and development. The next A is advertise. And it sounds a lot like success coaches on the Internet, but I think it goes deeper than that. It's a bit more profound. Listen to what Neone has to say and make up your minds. So he says, advertise. Your visibility speaks to the wider global market that you concern. The wider you are promoted, the better. How do you promote yourself? Create a product or a service that answers people's or environmental needs. Use online tools to speak about your products. You might have a good product. No one will consume or place a demand on it unless you make it visible and available. So as you see, now it's some Wagner speaking, as you see the emphasis here is not on self-promotion, not on egotism, not on narcissism, not on grandiosity. The emphasis here is on contribution to society, communal, pro-social aspects, products and services that you can somehow help people with. And of course, once your products or services have proven themselves useful, there will be a demand and you will benefit. But the emphasis should be on your involvement, on your contribution to the community, not on yourself as an individual. So in this sense, the advertised part of the 10A model has nothing to do with fake it till you make it or success coaches who tell you that you need to awaken the giant inside. And if you only put your mind to it, there's nothing you cannot do. Counterfactual, magical thinking, messages. The next A in the 10A model is account. Account. Nearly says, success is how we plan and progress. What are the key success indicators? What should I do to improve my performance and results? What skill should I employ or acquire to change my direction? What resources do I need to excel? Also at this level, you can apply the SWOT analysis on your personal life, where you check your strengths, weaknesses, opportunities and threats. Furthermore, the GROW model can be used. GROW is an acronym for goals, reality, options and will. The above tools also help us to see how we are faring with our vision board. A vision board is a collage of images representing our goals and wishes, and is very important for personal success. I have nothing to add to this actually. I think it's perfectly expressed. The next A is ADAPT. Neone says, if we do not adapt, we suffer extinction. We learn the danger of extinction from companies that fail to innovate. These companies include Kodak, Blockbuster and the Blackberry Phone. If you do not innovate, you are forgotten because you lose relevance. The trick is staying abreast and updating. Updating to mind software with important information, knowledge and skills. Indeed, an investment in oneself, a constant renewal of skills, re-skilling and a constant emphasis on self-growth and self-development and expansion to new fields and experimentation. They are all critical. This is me speaking, not Neone. They are all critical.  And the last A is ACCELERATE. Neone says, remember, you should not put new wine in old wine skins. Speed up the way you learn and acquire new detail or information. This in turn increases your agility, efficiency, value, effectiveness and your brand equity. The world around us is changing at fast speed. That means we cannot use old remedies to solve new problems. Additionally, when you accelerate your learning, you are able to swiftly connect to the 10A model effectively. Innovation, so this is my last comment. Innovation is a form of what should be called creative destruction or creative destruction. Innovation is change and transformation. And change and transformation are always threatening to some extent, always frightening, always unsettling. We tend to be inertial creatures. We tend to habituate, acquire habits. We tend to do things the same way, time and again. We are ritualistic beings and yet we need to knowingly and consciously fight back, counter these propensities which are not helpful to adaptation and survival. We need to constantly seek to not be us, to try different guises and options and to seek opportunities and to venture forth into the unknown. As a child of two years old, each and every one of us goes through a phase known as separation individuation. It's when we say goodbye to mommy and hello to the world. It takes a lot of courage. It takes a modicum of grandiosity, but it needs to be done. The only way you could become you, the only way to acquire a personhood and a self that is responsive to the environment and fits well with other people and with the world at large is by changing, metamorphosizing, not necessarily shape-shifting. I'm not talking about identity disturbance or identity diffusion. You should maintain a core, a stable core which would render you recognizable even unto yourself. But in the periphery, you should try on different clothes, different instruments, different skills, different knowledge, different traits. This constant process of experimentation would lead you to new possibilities, to new discoveries and above all to the joy of life itself. Life is just another name for change, another word for change. Life is 100% transformation and this is the last A in the 10A framework. Accelerate. Thank you, John Arnioni. This is a brilliant model and I congratulate you all the way in Zimbabwe.


So one of the things high school principals, the district leaders, others in K-12 have said is, you know, how do we really ensure that students are ready for the next steps beyond high school? How do we really make high school relevant for students? How do we engage students in their daily courses and figure out, you know, what does life look like beyond high school and how can they really prepare them for the next steps? And that looks like having a great paying job. It looks like being ready for a career and going to college. And as a parent, I want my students to start earlier to think about, you know, how can they be exposed to the world of work? One of the things that's really evolved is the thought about apprenticeships. As we talk about for students and parents, right, there's some stigma or just confusion with what is an apprenticeship, right? Or is it welding or something in the trades? And we know today's apprenticeship really cover the entire landscape of banking and business and hospitality. And we've just talked about making teaching a principal. And it's not that you, if you have an apprenticeship with banking, it's not that you're going to be a banker for 30 years, right? But how do you learn those skills that then could lead to other essential skills and work and along the way might get an associate's degree paid for? We have several thousand students every year graduate with a high school diploma in one hand and a college degree. So, you know, we see this as a way for students to try an industry and really get deep in it to prepare them for what the world of work is like and really get a full experience and breadth about what does it mean to work and honor and work and honor and all paths and then provide them options as the next step, whether they want to continue their education, get a good paying job, all of those things turn for them.


Mae'r eich cymdeithasen i'r ffordd, a'r tyfnwys a'r cymdeithasen i'r treid. Ac o'r ddweud y prifysgol sy'n poros ymlaen i ysgawr hefyd, ac mae'r ffordd yn fawr i'r cymdeithas yma, am ydym yn gwneud o bobl yw'r ffordd y byddwn gwleidio'r cyfnodau mewn pethau mewn pethau. A'n mynd i ymweld, a'r ddweud ei wneud yn ddwy'r cyfrannu. Mae'r ddweud yn gwneud yn gwneud yn gwneud o'r gweithwyr, Tim wedi'u gair gan y dyfodol, ac yn ymwneud, ydy'r oeddiad yn Cymru. Ond mae'n bwysig yw'r lleidion yng nghymru, ac yn ymwneud yn Eurcei. Yn ymgyrch i Eurcei yn ymwneud yn 1 ym 1945, mae'r adegadau yn ymgyrch ar hyn. Mae'n gweithio'n ei chynllun ar hyn oeddiad. Mae'n gweithio'n hwnnw'n gweithlo. Mae'n grannu'n gweithio, Tim, oherwydd mae'n credu hynny. Oherwydd gweithio'n gweithio'n gweithlo'n bwysig? Mae'r Ysgol yn y cynllun yn i'w ddweud yma, yn siŵr, a'r ddim yn dechrau i'r Ysgol. Mae'r ddechrau i'r ddechrau i'r grannu cymryd yn cael y dyfodol. Yn ymgyrch, mae'r Ysgol yn ymgyrch sy'n tuwer o'r gwahogu'r ddweud. Mae'n ddwy'n ddweud rhywun o'r ddweud, ond y ffordd yn ymgyrch ond mae'n ddweud yn ymgyrch. If it didn't, we wouldn't have St Paul's Cathedral, where there was a plan to safeguard it and it worked. The Hungarian Parisian Panzer Division moved the movable cultural property for the Naples collections out of Montecasino before the building itself was bombed, so that plan worked. The German state moved to protect the statue of Frederick the Great by putting a bunker around it, and yes, that worked. So, planning to safeguard is a viable thing to do, and that lesson from the Second World War has carried forward straight into the heart of the convention. And yet, cultural property protection as an implied military task has really been dormant since the 50s, and Peter spoke about that briefly this morning as well. So, for example, exercise triangle juncture 2018 in Norway, some 50,000 European troops, many of them with boots on the ground. Despite all of that, the exercise setting does not include the Ministry of Culture as an entity to be played in the exercise, so there's nothing to engage with in exercise terms. I think that more surprisingly, perhaps, despite all the fact that all those people are maneuvering through Norwegian territory, there was no real world plan to safeguard cultural property. Nor was there an exercise scenario which to exercise it as well, despite the fact that Norway is one of the countries that has the most comprehensively sophisticated wartime planning regime you can imagine, despite all that, the Ministry of Culture isn't there. So, why is there a problem? Well, this is my view. Without the pressure of on conflict in North West Europe in particular, we have these competing value systems I'm going to talk about that remain in unresolved tension. So, there's a lot of talk about CPP, yet it doesn't really sort of coalesce. The vested interests in professional regimes triumphs over the wider good, and here are the sort of reasons why I think that happens. Though one of these value systems is legal centric, though you will protect cultural property because the law says you have to, and if you don't, you're prosecuting. Of course it's particularly valid, and Tim gave us examples of prosecutions. That's UNESCO's dominant narrative, celebration of enacting international law, if it's when the UK ratified people said to me, that's great, now our cultural property is protected, to which I say no, it's not. It's protected anymore, but that's a different thing altogether from what happens on the ground. And so, what about the heritage centric view? In my view, the guardians of heritage, police, the dominant narrative, reserving the right to judge, people who don't necessarily exceed to their view of what it's all about and how to safeguard it, that's fine on its own terms, but the world is bigger than that. So, where does that leave the armed forces? Well, very recently really, and partly through our work at Lucille, we start to frame it like this. From a military point of view, CPP, framed in the ways I've just described, is not actually very useful when you're trying to plan and conduct military operations, whether you're thinking tactically, operationally or strategically. What's at stake for a commander whose task is to conduct operations anywhere across the spectrum of conflict, whether it's peacekeeping at one end or high intensity warfighting at the other? What's at stake for that person? You're trying to do that within the laws of armed conflict, because the 54 convention lies, is nested within the wider imperative, which is the law of armed conflict. So, lifting a quote from the protection of cultural property, military manual or TIN, references more. Whether a status comply during armed conflict, there's obligations, is about the standards provided by the relevant rules of the law of armed conflict, not the 54 convention as such. The 54 convention is nested within it, and what's interesting about the laws of armed conflict is that that regime is permissive within widely accepted boundaries about what's accepted only on the end of outer space. You can do whatever you think you need to do, if you can justify it as being necessary, and if you do it in a proportionate way, if you distinguish between civil and military objects, between military and civilians, etc. The LAWAC privileges the mission, it's not prescriptive, and I think that's a very important point. And you see how this percolates throughout the guidance that TIN's officers will refer to a lot in their careers, that we find this phrase repeated constantly, to the extent that the military situation and other relevant factors admit, that we have to take into account the military context in which we're trying to execute cultural property protection, namely a threat-based intelligence-led context where people have to make very difficult, subjective judgments in near-impossible circumstances. And that's why training is so important. So what do we need to do? Well I think we need to develop a more inclusive discourse. We have to recognise that ministers of defence and their armed forces must be regarded as valid partners, not people to be told what to do and what will happen to them if they break the law, to be regarded as valid partners in the CPP discourse. And that this dialogue must embrace context that everybody understands, whether they're lawyers or heritage professionals, that part of this is about applying means and methods to achievement to objectives, the harsh reality of executing military operations. And so the military component of this discourse, I think, reads something like that, that in order to recognise the value and the utility of CPP for the armed forces, and the armed forces have to recognise that it's valuable and has utility. This is the way we have to do it. Actions indicating on cultural property have foreseeable, scalable, cause-effect relationships, whatever you do or don't do, what impact on your mission. And if you incorporate cultural property protection as a planning factor, then you might generate previously unrealised ways and means of understanding and operating, and that might be to your advantage. If you do those things, then you're almost automatically promoted here to the 1954 Convention on applications, because you're working with the laws of armed conflict, and the two are nested. So here's an example, if you like, and this is from the exercise that ran through the core of the team's course. So if you think about scalable cause-effect relationships, here's the scenario. Winchester is in any held territory. Very reliable sources report that the old vine hotel, and we've been in that great two-listed building, and it's so right. The old vine hotel in any occupied winchester is being used as accommodation for the senior headquarters, the enemy senior military civil headquarters. And their support staff, of course, are having to go live in the slugging lettuce, which is down the road. Which is also a great two-listed building, in the centre-containing monuments that is the middle of Winchester. With Winchester Cathedral so close by in the centre-containing monuments, we need to act in accordance with LOAC, having estimated the possible tactical, operational and strategic consequences of our chosen course of action. So evenly, it may be entirely appropriate and proportionate to drop a £1,000 bond right in the headquarters and kill the entire enemy commodity. But what are the consequences of doing that? Not only tactically, but operationally and strategically. What about within the peace after the conflict when you destroy a significant portion of the historic centre of Winchester? Where will that leave you in 10 years' time, 20 years' time, 90 years' time? So the task for the officers on Tim's course was to table any CPP factors that they assessed to be vital and bring them to the targeting range and to do it pretty quickly because we're in the middle of fighting the war. That's the sort of thing we're talking about. So what we're trying to do here is to train to develop a more inclusive discourse and to make it real on the ground as it works. And the thing that we've been driving at in Llucia in particular is this idea that we have to do it together. We cannot train models and say, well the armed forces must do this, heritage sector does that, states, parties do this. We have to do it together because it's only together that we obtain the kind of purchase that we need in order to safeguard. So the convention looks like this in terms of its obligations. State party in peace time develop inventories plans and very particularly in the convention ferry hot on this. What are the common control arrangements for delivering these plans? So that come the day that you have to transition into our conflict. You can take operation control, you can activate your measures, you can transport stuff and you can deploy the dispute to them. So that's what basically, that's what the convention is all about. So if we're not operating in your own territory with some of the others where there's a host nation, then if you're a deploying force, so Tim's officers, that's what they're looking for. Has this state party done these things? Because if they have, we can plug into it. If they haven't, we've got a problem. And by the way, most state parties in the world haven't done any of this. They've lit service to the convention and the UK has only done a little bit of this. So these are the obligations, this is what we have to do to activate these obligations. That the staff officers, Tim's staff officers, identify opportunities and risks associated with significant control property in the area in which they're operating. They must develop crisis-driven relationships with the host nation or other state parties as appropriate, as well as academia and so on. They must, in the end, support the host nation. It's always the only nation who's in charge. How do we support the only nation to protect their cultural property? And we have to factor all of that into a military planning process because if you can't do that, all of this falls apart. And so I just want to challenge Peter Stone, this morning, that it's mission first. It is mission first. CPP has got to be embedded in the mission. We have to get away from these kind of binaries or unitary ways of thinking about the subject. We have to think about it holistically as one thing, as a whole. That the challenge, and it's not just a military challenge, it's a heritage sector challenge, is to get your interest represented inside the military planning process. Because that's what saves stuff in the context of warfighting. But of course this is a significant challenge because we all speak different languages and we have these battle systems existing in tension. So heritage specialists will have their own way of thinking about how we can serve cultural property in peacetime going forward. But the notion of threat, of course, is an entirely different thing for people in the armed forces, Tim's staff officers. And I used to start to see why it was at Tim's recruiting heritage professionals turning them into army officers. Because suddenly we can start to close the gap between these two different ways of viewing the world and how cultural property and its protection fits into all of that. So we start to achieve convergence with threats and vulnerabilities to a recent mitigation environment where everybody is working together. But that of course requires training and it's not just military training. Everybody implicated in that diagram needs training because everybody needs to understand everybody else and where they're coming from. So when we come to training in collective training, which is training headquarters as teams, how do we start to imagine what this looks like? What does the convention say? How do you turn that into activity during an exercise, a command post exercise where commanders and their staff officers are being exercised? What does command and control look like? How do you achieve command and control in conjunction with the host nation, with the heritage sector, its ministry of culture, as well as your allies? How do you actually do that? How do you take control? Well, on an exercise I can simulate that. I can role play the state party special representative for cultural property protection, an appointment which is established in the 1954 convention, which has a whole raft of causes about command and control in the regulations for executing the convention that nobody ever reads. There's a whole raft of good stuff there. So when I go on a NATO exercise like this, I've got to try it. It's going to put these guys in a situation where they're going to have to recognise the need to work with the host nation's ministry of culture. And it works. I write a letter as the ministry of culture to a free star general, CEO general, asking for a one to one, and I get a one to one. We role play what it means to represent culture at the highest level during the planning of military operations, something that's never been worked before in Europe since the second world war. Yet we have the magic about the imperative to get Italian heritage professionals back to work about the critical issue of getting the host nation alongside you on the same page, protecting cultural property during and immediately after conflict. That's exactly what we're trying to do here. So I'm getting him to think like me about cultural property. So this is training. I'm mentoring a senior general in NATO, exposing it to something he hasn't really had to think about before, and pitching it at that level, I'm educating him. Same with planning. So she had plans in peace time, and the plans to be activated. What happens if there aren't any plans? What happens if you have to do some initial planning during the early stages of an operation? Well, we can easily replicate that. So on the same exercise, I create a situation where those nations are asking for emergency assistance to evacuate a museum that finds itself unexpectedly in the end of this line of fire. And it's a museum where the collections excite a certain amount of sectarian attention. The part of the population loves this museum, and the other half of the population of different grouping act to dislike the content of the museum. So here's the challenge. The host nation wants NATO to help to evacuate a museum within range of the enemy's weapons in a town where half the people hate that museum, and the other half love it, and where everybody's terrified and hasn't eaten for four days because there's a long conflict going on. That's the situation which we're trying to enact cultural property protection. So what does it look like to do that? Now, I want to respond to the question over here from all their force about the need to trade people across the board. This is a massive trade line entity. If you look at the table on the left there, that's a Greek headquarters, a Greek sponsored headquarters doing this exercise. That is their planning meeting, and there's something there from personnel. There's something there from intelligence because cultural property is an intelligence issue. There's something there from counter-intelligence because it's a security issue. There's something there from operations because it's an operational issue. There's someone there from logistics because it can require logistics support in the back of the museum. There's somebody there from plans because they've got a right to plan. There's a member of the ordinary police there. There's a legal adviser there. There's a liaison officer from the Ground Holding Infantry Brigade in these Territories in the Museums States, et cetera. That's a planning meeting that went on for about three hours. And all, if you like, all that is about is helping the host nation with mechanical handling, site security, and convoy escort to evacuate part of their collection. And the thing that that meeting isn't about is about wrapping and packing. It's not about the heritage bit. This is a security problem set within which the heritage bit is nested. So it makes it very important questions about how long do you need to wrap and pack? Have you wrapped and packed? Or are you going to move everything? All the critical stuff. And what do you mean by significant in this case? You mean politically significant? The stuff that one side don't like and the other side love? What do you mean significant in some heritage-related context of the attribution of that? What is stake here operationally? Let me think about doing that. Incidentally, the meeting on the right here in this German headquarters is the first time anything like this was ever tried, I think, since 1954. And of course I'm training people who are untrained to come back to this question about who needs training. All those people need training to understand what CPP is and how you activate it. They need to understand that before they come to this meeting, otherwise you end up in a situation where I find myself and I go on these exercises where I'm mentoring people who know nothing. So I'm training and mentoring at the same time when we do this, while NATO feels its way forward towards a capability. And then you start to see how Tim's unit fits in because what Tim is trying to do is to replace me by his guys who can go into a panel meeting like that where people know relatively little about CPP and they will have a subject matter expert who can guide them. That's what's going on. Within all of this, the centre of gravity of the whole thing is the host nation's ministry of culture. The deployed force has no authority to do anything to culture property in accordance with the Convention's owner's responsibility. So the key enabler in all of this is the training staff, Tim's people. What they're going to do is this, to assess the mission critical CPP factors and very importantly deliver it to the wider planning process. How do you get this into the plan? Well, conduct an assessment of the CPP factors, which is pretty much all we did on Tim's course for 10 days. Learn how to conduct an assessment of CPP factors in a given scenario and to understand how the activity that you're shaping carries with it the scalable cause effects relationships. The only 10 consequences. Again, it might come back to Peter's example. He says, you know, the Brits in 1917, they put Muslim troops around a Muslim, around Mosque. Well, was it Sunni or Shia?  Unless you've done the staff work and you recognise that by protecting the Sunni Mosque, you're potentially causing strategic operational level problems. You've solved the tactical problem that you've created a strategic problem. Other people will see you do that and think that you've taken sides in a historical, long-standing dispute. And you will be indicating the people who've just, the Ottoman Empire has just been ousted from hope. It will be like that. So, scalable cause effect relationships in the complexity of culture. It's political nuance. It's critical to all effects. In what way does CPP can it have operational value? How do you tell it to account for you? Because armed forces people are not interested in about whether it has heritage value and such. So really not, and not really need to be. They want to know what's in it for them. The value and importance connoted by the heritage sector is an underlying factor that informs this. But what is the operational value? So, the challenge is to create new ways and means of understanding and shaping and exploiting the operating environment. Is that weaponising cultural protection? Well, potentially it is, I think. The challenge is to do it in a denying way. If that's not an impossible thing to say, maybe talk about that. But you are making people more efficient warfighters. But the efficiency stems from the fact that they apply their role of conflict better. So you're making them more moral perhaps, right? So what Tim's guys will be doing is to validate cultural property protection as a necessary task on operations. Not something you have to do because the convention says. Not something you have to do because the heritage community will touch if you land a helicopter on whatever. You'll do it because it will help you get to where you need to go to. It's a necessary military task. And in the process of doing that, you will conform to the convention and do less damage or destruction. So, if we take that forward into the training environment.  Coaching with culture, which is a German Austrian exercise run last year in Vienna. Is that we ran for the first ever pilot attempt to assess cultural property factors, protection factors. In a non-conflict scenario of my writing. Using the military history using Vienna, Europe's oldest military history, using it as a vehicle. And what you see here in civilian clothes, nevertheless, is an explanation to heritage professionals, arms service people. All of them are ranking professionals in their own right. There's a filmmaker there. There are people from across NATO and more widely in Europe as well. And they all listen to a curator whose role play. He's talking about his museum in the context of the crisis. And they're asking questions about their mission. What does he think is critical for him, post-nation? And they're thinking about, well, yeah, what's critical means for me? Because we need to blend those things. We've got to pull this together. Conducting a threat analysis. What are the threats to this collection? In what ways is this collection vulnerable? And how can we mitigate the risk? So that's what's going on there. And I love that footage, because for me this sums up entirely what we should be doing. This is blended, collected, everybody's role playing being a military star officer. Most people, they will never be a military star officer. They all know what it means to be a military star officer and to plan operations. The other half of them is what it means to be a heritage professional. And these are the kind of questions that come out of that process. And this is the model that we have taken forward into training. And I think it was Clyde who pointed out that, as it happens, one of my, because she's the former student of mine at UCL actually, she's holding the brochure in their hands that says, strong it together. That seems exactly what we're doing there, strong it together. So just to finish off, I thought I'd just show you a few snapshots from the exercise that ran through Tim's course. So some sort of visual essay into what this is all about. Military star officers and host nation stakeholders working together to plan. And they're always working of course in the context of the mission, of the operation, the military dynamic. Starting with this identification with mission critical cultural property. So not all the cultural property by all means. We were working here in West Hampshire. Alex, we were using the historic England database, the real English database. And we just passed out part of the West Hampshire. 300 pages of A4XL spreadsheet is what it took just for Hampshire. So out of that, these guys are trying to pass down what's important to the mission. Giving it our lay down and what we're hoping to do. Where's the key staff as far as we assess it to be? That's not going on there. And using the database, those people who were equipped with the skills were able to lay down precisely where all the cultural property was and you see the hotspots there around Winchester and Southampton. And the people who produced these guys are actually sitting in the wardens as students on course. And they can comment on that later on if they wish to. But for me, this is what good practice really looks like. Conducting a threat analysis, no matter what the threat is. I talked a bit about the heritage century understanding of what risk or threat might be and then these military understanding of what threat might comprise. And here we have the enemy's weapons. But we have crime, organised crime, disorganised crime, chaos in the battle space. And in the background all the environmental threats to cultural property that go on as they do in peacetime, all of that's in the mix. And again, I think this is produced by people who are sitting in the audience today. But what that allows you to bring to the military decision process is something like this, Winchester Cathedral, phase by phase. So phase one of the operation is where you are when you're planning. And phase two of this operation is when they go into the attack. So when we attack and we maneuver south of Winchester, what do we assess the threat to Winchester Cathedral to be from a variety of threats having assessed its vulnerability and how we might mitigate the risk? So this is the sort of thing you can bring to a planning table and say, look, this is what we need to focus on if we're going to mitigate the risk to cultural property. And there they are doing just that. There they are talking about risk mitigation on the course. That's the course in action. The other things we spent some time doing is working as a nation expert. Lisa Moll is at the University of the West of England. She's a ballistic damage to stone expert. She's talking about the Garrison Church, she calls it, but it really was planned in the 1940s. And she's talking about what it is that she can do as a piece of cultural property first aid, pretending that this has just happened. And she was able to say, well, look, this thing is red, it's being burnt. And because it's being burnt, it's flyable, it's liable to whatever. And that's what's going on there. And then forging very strongly between the operational staff work which is really what is the most important thing here, I think, but also how that translates into tactical action on the ground. So assessing the host nation's request for evacuation systems again, at this time within range of enemy artillery and enemy weapons. And again, I've got an entirely different interview that we're never asking anybody to put themselves at risk. I think the opposite is true. Any member of the armed forces within range of the enemy's weapons is always at risk. If we ask someone to drive down the road to go and look at the church, we're asking them to put their life at risk. If we ask them to do any of these CPP-related tasks, we have to be honest to ourselves about that. Everybody has to be honest about that. We are asking commanders just to assume and manage the risks alive in order to deliver CPP. Because we all of us have the responsibility to respect and protect members of armed services too. It's not just about people. Everybody's at risk. And we are asking people to do something dangerous in all they have. It's having human improvised refuge. In this case, working with English Heritage at Fort Rockhurst. So we've been to the place where we want to evacuate the staff, and now we're here to get to the place where the host nation wants to store the stuff. And we're talking there with the English Heritage professionals. Everybody's in role. We all understand this scenario. We're talking about risks to the mission, as well as to the CPP. And again, in the context of movement and trafficking, and the first aid, the Royal Cancer Church, again the English Heritage. So in the course of Tim's course, I think we did everything that I was about to do. We worked with the historic England database. We worked with the English Heritage. We worked with the National Trust. We have people from around the world, including in Australia and in America, we have people from around the world come working collectively, understanding what it means to try and protect our property from a military perspective, a heritage perspective, a reading perspective, with the focus on the mission because the people are trained here in military staff offices. And if we can't persuade senior officers that this isn't their interest, then it will come to you all. That's the challenge. Okay, thank you very much.


Hey guys, welcome back to another week of What's For Dinner. My name is Andrea with Food and Mentory Adventures in Food. We are kicking off this week of meals with Mississippi Pot Roast. And I have actually made Mississippi Chicken Thighs before and I'll make sure to link that video somewhere in the description box for you guys. But in my crock pot, I have a three pound chuck roast and to it I've added one package of brown gravy or you could also use odd juice as well.  This is probably the easiest and most flavorful pot roast recipe that I've ever had. Next, I'm gonna add some butter. I'm just gonna add half a stick of butter. The original recipe calls for a stick of butter. Unsalted, but honestly I've done it with a stick of butter and half a stick of butter and you really can't tell the difference so why not just save the calories. And then the last thing that you're gonna add are these peppers and I always say it wrong. Pepperon, pepperoncini's I think. So Howard and I really like these peppers so I always add more than what it calls for. It says six peppers. I usually add maybe double that and you're just gonna lay them on top. All right guys, so I have all of my peppers in here. In case you're wondering, these peppers are not spicy at all, at least to us anyway. They just add a really good flavor. So I'm gonna cover it my crock pot and I'm going to cook this on low for about eight hours. So it's been about eight hours and here is the pot roast. It is so tender, it's falling apart. So here is our, well here's Howard's plate. So he's got the roast, he's got some rice and the peppers and then I made some greens. And the greens that I used are from Trader Joe's. I actually used two bags of these. I went to Trader Joe's recently and picked these up and I'll make sure to link that haul so you guys can check it out. But I used to buy these all the time and I haven't seen them in a long time and now they're back. It's a mix of mustard, turnip, collards and spinach. And I'm not a big fan of spinach but there's not a lot of spinach in this bag. So anyway, this is what we are having for dinner tonight and we'll see you guys next time. Hey guys, so we are having breakfast for dinner tonight. I made some scrambled eggs and how I make my eggs is with cheese and onions but I don't always have fresh onions in the house. So I have been doing this for years. I have been using these French fried onions not necessarily caramelized but that's what I had in my pantry. The regular ones work as well. So all I do is scramble my eggs in a bowl and then I just add these caramelized onions and then when I add it to my skillet, it's all in there. And then I had some fresh mushrooms that I needed to use so I had sauteed some fresh mushrooms, added those in and then I added in this white cheddar cheese as well and then I had some bacon so I cooked my bacon and then using up these grand biscuits that I had in the freezer. So this is what we are having for dinner tonight and we'll see you guys next time. Hey guys, so for dinner tonight I am making sausage Alfredo and this is the sausage that I'm making. I know I've made this one time before so all I've done so far is just slice up the sausage. I put it in my pan here and I let it get nice and brown. To that I am adding some heavy whipping cream and I'll make sure to leave the recipe in the description box. So I'm adding that in and then I'm just going to let it come to a boil and then after it comes to a boil I'm gonna add in my pasta that I've cooked. I've cooked some Pinae pasta and drained it and I'm gonna add in some cheese and some Cajun seasoning that I will come back as soon as this comes to a boil. So my mixture has come to a boil and I'm going to add in my cheese and my Cajun seasoning and my pasta. I'm just giving it a stir and then I'm going to remove it from the heat and let it thicken up a little bit. So here is the pasta. I ended up putting in another half a cup of cheese because we like it really cheesy and don't be alarmed when you take it off of the burner. It is gonna be kind of thin but it will thicken up just like this did and that's just a little parsley on top. I was trying to be a little fancy and then I did not feel like making a green vegetable so we're not having one and we're having some garlic toast. This is the garlic toast that we are using from Tom Thumb. It's so good and so inexpensive and I talk about it all the time. We like this one and then also the five cheese variety is really good. So this is what we are having for dinner tonight and we'll see you guys next time. Hey guys, so for dinner tonight I am making collard in black eyed pea stew. I'll make sure to leave the recipe in the description box. So for this recipe you're gonna need two cups of ham and if you have leftover ham from Thanksgiving that's perfect. This was in my freezer. I'm not gonna use all this ham. This is way more than two cups but it was frozen so I'm just gonna take out two cups of ham. You're also going to need this frozen seasoning blend and it has onions and celery and bell pepper. You're gonna need a can of black eyed peas.  I don't have any chicken broth so I am just going to be using my bouillon. So literally all you do is throw everything into a pot and let it simmer. So I am going to put everything in a pot and then I will show you how it looks when it's done. So here is the soup. I did let it simmer for about an hour and one thing I did forget to mention to you I say you just throw everything into the pot but you do need to saute your ham a little bit, brown it and then after that you literally just add everything to the pot and it is so good. And with it I made these Pillsbury cornbread muffin or swirls I should say. You get six and we've never had these before and the way you're supposed to make them is to grease muffin tins and then just pop the bread in there. And so I did and here it is. And so this is what they look like and I cut one open so you guys could see it. Howard and I tried it. So what we decided is that it has the texture of a crescent roll.  And you do kind of taste the cornmeal in there but it doesn't taste like cornbread. It's really hard to explain. I will say this, Howard is not a big fan of cornbread and he really likes these. These to me are just okay and I like cornbread. So if that helps you at all. So anyway, this is what we are having for dinner tonight and we'll see you guys next time. Hey guys, so for dinner tonight we are having quick and easy from the freezer. So I have these wings in my freezer. They are from Walmart. I have bought these before but it's been a long time ago. And so I made them in my air fryer and I only use probably less than half of the seasoning packet that came with it and here they are. And these are really good. And we are also having some garlic cheese flatbread as well. I got this from Aldi a while back ago and we really like this. And here it is on the cookie sheet. And then I'm just going to serve this with a little bit of marinara. So this is what we are having for dinner tonight and we'll see you guys next time.


Zach and I were walking around the farmers market one day and we just realized that there's nobody here growing mushrooms and we could be a part of the community, we could be the mushroom guys, as I think exactly how we put it. We didn't know anything about yield, we didn't know anything about price, so we didn't know if it was a business per se, but we were going to do it as a hobby to start at least. When we tried to grow some blue oysters, our bread and butter crop at this point, but we were so infatuated, they're so pretty, they're blue, you know, and we just wanted to grow them.   We did grow them.  And boy, we worked hard, because we were running, trying to run a, trying to start a farm and build a lot of infrastructure at the same time, you know. We thought about calling it Fat Mountain, and then there was, we thought about calling it Round Top, because there's like one of the hills over here that you can see in the distance is called Round Top, but there was already like a round mountain farm. Round mountain farm at the farmer's market. At the farmer's market and stuff like that. And then I think it was Zach that just blurted out Fat Top. Let's see, we've got four different kinds of oyster mushrooms. We've got blue oyster, white oyster, pink oyster, golden oyster. We've got shiitakes for now. We've got chestnut or cinnamon caps. And I feel like there's one, oh, lion's mane. We like to grow about 600 pounds a week would be our goal. I think right now we're probably around somewhere between 400 some weeks, 500 some weeks. Because the mushrooms, they have a shelf life of about nine days. I mean, they're good for longer, but after about nine days, they start getting ugly. So we kind of realized pretty early on that there's a cap locally that we can sell. You know, there's only so many restaurants that are going to spend the extra money for the higher quality mushrooms. There's only so many that we can sell at farmers' market on Saturday. And I think around 2018 we started drying mushrooms. It became an issue of it was hard to predict the exact demand, you know, of what you could sell every week. You either undergrew and left customers wanting or you overgrew and we're having to throw mushrooms away. The two products we're really focusing on right now and our food product, the end of our business, is mushroom jerky and the mushroom broth. What we do is we cut the caps off the mushrooms, the Worcester mushrooms to make the jerky out of the caps. And then the stems we roast and then we cook with other vegetables and herbs and stuff and that's what we make our broth out of. So at the end of the day there's no ways. It had to taste good. It had to not feel like health food. That was always kind of a thing of ours. And a lot of people go for that but then they end up settling somewhere along the way. It just so happened that we had the oyster mushrooms. We had a good thing to start with. For any growth in the future we're putting all that effort into our food products. Because that's the thing that we could ship to Washington State if we wanted to and still be good. It has a shelf life of a year versus nine days on the mushroom. We answer to the community and they're a lot better to answer to. They can be just as vicious as any boss. Let me tell you but I'd rather just answer to somebody who's interested in what we have to offer than somebody who's not. We've changed the way people eat even if it's just a little.


The discard phase of a narcissistic relationship. This can be a very painful experience. Even a normal breakup can be a very difficult thing to go through. But to go through a discard with a narcissist, it's a hundred times worse. Because up until that point, you're devalued. You're given the silent treatment. You're made to feel insignificant. You're made to feel worthless as though you never meant anything to them. As though nothing you did was good enough. And you tried your best to please them. You did everything in your power to make them happy. But it's like no matter what you did, it was never good enough. They always wanted more. There was always something wrong with it. And many of you may have given up. You may have stopped trying. Some of you may have tried right until the very end, despite all of the invalidation. But regardless of that, it still ends in the same way. When they're ready to abandon the false character that they created to charm you with and to keep you under their spell, then you go with it. They abandon you too. They no longer have a use for you. And they're ready to take on a new character with someone else. Someone who's fresh and new. Someone who has a fresh supply of energy and resources to provide to them. Because that's what it's all about. It was never about you as a person. They never valued you. They never cared about your qualities and virtues. They never even took the time to get to know you as a person. And you may have been with them for years. But it's like you can't even remember one time where you sat down together and had a normal conversation. And that should tell you that something was very wrong. It's like every time you try and talk to them, you try and find common grounds. You try and have just a deep discussion about something. It always ends up in an argument. It always ends up in them having to be opposed to something you've said or done. You just can't have a normal conversation with them. And deep down they know that something is wrong with them because of that. Because of course they look around and they see other people's relationships, families. They see that they can meet each other half way. They can find common grounds. They can reach an agreement. Or at the very least they can agree to disagree. But how come they can never do that with you? And that's how deep down they know that something is wrong. But unfortunately many of us who get discarded by a narcissist, we tend to blame ourselves. Because they don't take accountability. They don't admit their flaws, their mistakes. They don't admit that so we're left to take the blame. We're left to blame ourselves. And of course when we do that they jump in the bandwagon.  They leave us to figure it out on our own. They leave us without any closure. And that's what makes it even worse. After everything we've been through, after everything that they did to us, we're left without an explanation. We're left without any answers. They can leave you very confused. At least until maybe you find my videos. Or maybe someone else's videos on YouTube or some other platform. Someone comes to you. Someone who has experienced this before. And they bring you the answers that you were looking for. They bring you the truth. Because they know what it's like to go through that. To be discarded. To be left without any support. Any understanding of what just happened to you. And that is why I do what I do. To bring you those answers. To give you an explanation. So yeah, I mean if you have recently been discarded by a narcissist, the one thing you need right now is support. You need someone that you can talk to. Someone that you can trust. And I am available for one-on-one coaching. Which you can book from my website. Just Narcseviver.co.uk. I'd like to be there for you. I'd like to support you. If you have recently been through a discard with a narcissist. And there's also better help. Which is a service that I trust. You can book a session with a licensed therapist there. Just go to betterhelp.com slash Narcseviver. And you can get a discount there as well. For financial aid if you need it. So yeah, there are services available to you. No one needs to suffer in silence anymore. Many of us have already gone through that. And I'd hope that we've gone through that so many other people don't have to. I mean if that's the one thing that comes out of all of the things that I had to go through with narcissists, then I'm glad that it was worth it for me to go through that. It means that I can help millions of people. That's fine with me. And if you'd like to give something back to this community, you can do that by just hitting the thumbs up button down below. It helps the YouTube algorithm get this message out there. And you can also donate as well through the comments down below. Or you can donate through PayPal. Just go to paypal.me slash Narcseviver. And check out my Instagram as well. It's Narcseviver YouTube on Instagram. I've got new pictures and videos of my travels up there every day. And also narcissistic abuse quotes as well. And short videos. So yeah, definitely check out my Instagram. Again it's Narcseviver YouTube. I'd just like to thank you all for joining me on another video today. And as always, I will talk to you in another one very soon.


Hello everyone, welcome back another AI video in this one. We're in chat GPT four or chat GPT plus and I'm going to show you how to set up chat GPT to write just like you or someone else.  It's very simple to do should take just a few seconds here. So let's start from scratch. So I've got a fresh instance of chat GPT four open the first thing you need to do go to the bottom here on the left side and you'll see the three dots or the ellipses click on settings and beta once you click on that button and you'll get a few options under beta features. Make sure that advanced data analysis is turned on that needs to be turned on this used to be referred to as code interpreter but now it's changed its name. Alright, let's keep going. Alright, the second step is I've opened up Microsoft Word and I've what I've done is I've basically copy and pasted in an article this one here is about 1000 words just over 1000 words long of an example article that I want chat GPT to look at understand analyze and then use it as the basis of further content. So if I ask it to write a review of Starfield or some other video game for example, it will do it in this manner. So there we go. So I've gone ahead and I copy and pasted it in. Now you go to file save. Now I'm going to note here very quickly that this is a dot docx, which is a Microsoft Word file, but it also works with dot CSV, which are comma separated value files and PDF files, etc. So there we go. I've saved it to my desktop. Let's go back into chat GPT. And now I'm going to go up here to the GPT for and you're going to see here that advanced data analysis has a check mark beside it. So you need to if you're on default go ahead and make sure there's a check mark beside advanced data analysis. Once you've got that go into your finder or Windows Explorer and just take a copy that you just saved there in whatever program you use. And I'm just going to drag and I'm going to drop it into the chat here just like this. And you'll see here that it's going to upload. And then I'm just going to click on a little purple enter button and presto it says hey, I see that you've uploaded a word document document named writing sample dot doc. Okay, how would you like to proceed with this file? Here are a few options and you can see here that it's got given me a few options. Alright, so what I wanted to do now is in the prompt here, I'm going to go ahead and copy and paste this in. Now I'm going to put this in the description below. So there's going to be a link to the entire text in the description below. I'll hit enter and then I'll tell you what I put in there I said, your goal will be to reproduce a given writing style based on text examples start by analyzing the text in the document and describing precisely the formatting writing style tone used in editorial specifics. Now as I say that you'll see here that it's gone ahead and begun the analysis. And there you go, it's going through it. So if I want to see what it's doing while it's doing it, I can click on this little down arrow. It's going too fast.  That's okay. Maybe there we go. I clicked it. But there you go. Here it is. It's done an analysis force formatting, writing style and tone. It's the writing styles descriptive and narrative. Writing includes specific details, editorial, editorial specifics. There's not two T's in there. Pardon me. And there you go. Now let me show you the final step. Alright, so it has gone ahead and analyzed our text, the final step. But I'm just going to give you an example. And again, this will be in a link in the description below too is here goes. It goes perfect. Now based on the text examples in the document I gave you and your previous analysis, write a new video game review about Starfield. Pay close attention to formatting any comments, any common points between text, writing style and other elements. I'll hit enter. And then watch this. It's going to go ahead now. And it's going to start going and writing me a short but good review based on my writing style. And of course, you can go ahead and amend that and adjust that as you see fit. But that is literally all there is to it. Thanks for watching.