Play is the highest form of research, Einstein allegedly said. Today, play also happens in video games, and teachers use them in class or for homework. For this video, we teamed up with the folks at G2A, the world's largest marketplace for games to learn about the three dimensions of game design, four things games can potentially teach us, and five video games that are great for learning, one of which is played at Harvard Business School. First, the three dimensions of video game design. Games typically range from simple to complex. They can be played in a single or multiplayer mode and can be played collaboratively or competitively. We can divide games along the spectrum of simple to complex and non-social to social. Simple single-player games include puzzles and jump and run games like Super Mario, complex non-social games include the shooters like Far Cry or simulations like SimCity. Then there are simple multiplayer games like Guitar Hero or Need for Speed and games that are complex and social such as Halo, Minecraft, or Among Us. Games can be competitive, cooperative, or both. Complex multiplayer games are usually most effective for learning. Now on to the four things games can teach us. Video games can increase our cognitive abilities, boost our motivation, make us aware of our emotions, and strengthen our social skills. Games can increase cognition by strengthening particular areas of our brain. One meta-analysis show that video games effectively teach mental rotation abilities and that such learning can be transferred to the real world. Logic and mathematical thinking can also be effectively learned through specific video games. Computer games, for example, often train our understanding of relations among objects in space better than regular high school programs. Games can boost our motivation and warm us up for learning. Feedback loops that adjust to one's abilities keep players within what Vygotsky called the zone of proximal development. And as we learn that we advance through the process of trying, failing, and doing, we can develop a growth mindset. Some of the confidence we gain through games can be transferred to other aspects of life. There are emotional benefits, and some studies report a causal relationship between playing video games and improved mood. This makes sense, being that according to uses and gratification theory, most of us seek diverse forms of media to manage our mental state. Putting the books aside for a short game break can therefore enhance our emotional state. One study reported that gamers often experience high levels of stress and, as a result, learn to manage their emotions. There can be social benefits as we form new relationships. In some games, we need to learn who to trust, how to communicate, and when to take the lead. Video games that are designed to reward cooperation promote pro-social skills particularly well. One longitudinal study found that children who played more pro-social games at the beginning of the school year were more likely to exhibit helpful behaviors later on in the year. Finally, let's look at five games that deliver powerful learning experiences.  In the game, the children control a nanobot that shoots cancer cells and manages the side effects of the treatment. A randomized control trial showed that children who played remission significantly increased adherence to the treatment protocol and cancer-related knowledge. The game has since helped hundreds of thousands of young patients. The game Minecraft promotes creativity, collaboration, and problem-solving through trial and error. Players build their own world and, alongside, apply math and learn about shapes and geometry. Some do electrical engineering and build machines that run in the virtual world and others explore human history. This education edition gives teachers special control and access to a wide catalog of lessons. In democracy, players get to know the challenges of being a politician. They learn the basics of economics and discover how policies affect real people. They have to deal with difficult issues like immigration and unemployment, and then still try to win the majority support in the next election. The app Brain Quake allows students to learn math in a playful way and without using symbolic language. Controlled experiments showed improved math scores by 20% when third graders play the game for just 10 minutes per day, three days a week for a month. The game was developed with the help of the popular math teacher Keith Devlin. Its education edition allows teachers to monitor students' progress and creativity. The so-called Harvard Root Beer Game is a team-based business simulation in which players manage a factory, a distributor, a wholesaler, or a retailer of root beer. At the beginning of the game, the root beer isn't popular, but then it becomes a big hit. Each player now needs to decide what to do as they examine inventory, anticipate demand, and write orders. The game is played at top business schools because it teaches the importance of open communication and teamwork. What about you? What do you think about the up and downsides of playing video games for learning? And have you ever learned something in a video game that was later useful in real life? If you want to learn more about the topic, the people at G2A have developed a free online course especially designed for teachers. Just check it out at g2a.co.academy or read the description below for more details. Sprouts videos are published under the Creative Commons license. That means our videos are free and anyone can download, edit, and play them for personal use. And public schools, governments, and non-profit organizations can also use them for training, online courses, or designing new curriculums. To help us stay independent and support our work, you can join our patrons and contribute. Just visit patreon.com slash sprouts. Even one dollar can make a difference.


It's the Cube, covering HPE Big Data Conference 2016. Now, here are your hosts, Dave Vellante and Paul Gillan. Welcome back to Boston, everybody. This is the Cube. We're here live at HPE's Big Data Conference. Hashtag, seize the data. Steve Spears here. He's an author, MIT professor, author of The High Velocity Edge. Welcome to the Cube. Thanks for coming on. Oh, thanks for having me. I got to tell you, following Phil Black, you were coming on stage. I'd never heard you speak before. I said, oh, this poor guy. And you did awesome. You were great. You held the audience. So congratulations. You were very dynamic. And he was unbelievable. And you were fantastic. Well, today was second war speaking set up. One time I was on a panel where it was three animals in general, and then the other guy wearing a suit. I said, oh, well, at least another shmo in a suit. And his opening lines were, you know, this reminds me when I was on the space shuttle and we were flying to the hub. And I'm like, I'll flip an astronaut. I got to follow an astronaut. So anyway, this was only a seal. There are a lot of them. There are far fewer astronauts. So that was easy. What I really liked about your talk is you, first of all, you told the story of Toyota, which I didn't know. You may have- No, my experience with Toyota was in the early 70s. I remember the Toyota sort of sweeping into the market, but you talked about 20 years before when they were first entering. And how this really was a company that had a lot of quality problems and was perceived as not being very competitive. Yeah, Toyota, now people look at as almost, they just take for granted the quality of the productivity. They assume good labor relations and that kind of thing. You know, it's not unionized, not because the unions haven't tried to unionize, but the employees don't feel the need. And yet in the 50s, Toyota was absolutely an abysmal automaker. Their product was terrible. Their productivity was awful and they didn't have particularly good relations with the workforce either. I mean, it's a profound transformation. And you gave the stats, so in the 50s it was, I forget what it was, one-tenth the productivity of the sort of average automobile manufacturer, they reached parity in 62, by 68 there were two X, and by 73 they were off the charts. Right, right, right. So amazing transformation. And then you tried to figure out how they did it and they couldn't answer, but they said we can show you. Yeah. And that sort of led to your research and your book, right? Yeah, so the quick background is, in some regards this fellow Kent Bowen who was my mentor and advisor when I was doing my doctorate, you could argue we were late to the game because people started recognizing Toyota as this paragon of virtue, right? You know, high quality at low cost. And so that in the 1980s prompted this whole investigation and the term lean manufacturing came out of the realization that on any given day Toyota and suppliers were making basically twice the product with half the effort. And so you had this period of 85 to about 95 where there was this intense attempt to study Toyota, document Toyota, imitate Toyota. General Motors had a joint venture with Toyota. And there you have the mid 90s and there's no second Toyota despite all this investment.  And they say, I'm sorry, but we can't tell you. And we say, well, you gotta be kidding. I mean, you have a joint venture with your biggest competitor, General Motors. And they said, no, no, it's not that we wouldn't tell you. We just actually don't know how to explain what we do because most of us learn it in this very immersive setting. But if you'd like to learn it, you can learn it the way we do. I didn't realize at the time that it would be this karate kid, wax on, wax off, paint up, paint down experience which took years and years to learn. And there's some funny anecdotes about it. But even at the end, they're inability to say what it is. So I went years trying to capture what they were doing and realizing I was wrong because different things wouldn't work quite right. And I can tell you, I was on the Shinkansen in Japan with the guy who was my Toyota mentor. And I finally said, Mr. Oh, I think I finally figured it out. It all boils down to these basic approaches to seeing and solving problems. And he's looking over my cartoons and stuff. And he says, well, I don't see anything wrong with this. That was as good as it got. That was as good as it got. It was like, score, I call my wife. Nothing wrong that he can see. So anyway. But so you talk about productivity, reliability. For sure. Huge gains there and the speed of product cycles. Yes. Sort of where the three knobs that Toyota was turning much more significantly than anybody else. And fuel efficiency came in. Right. So if you start looking at Toyota, and I think this is where people first got the attraction and then sort of the dismissive of we don't make cars. So the initial hook was the affordable reliability. That they could deliver a much higher quality car, much more affordable based on their productivity. And so that's what triggered attention which then manifests itself as this lean manufacturing and it's production control tools. What then sort of started to fall off people's radar is that Toyota not only stayed ahead on those dimensions but they added to the dimensionality of the game. So they started introducing new product faster than anybody else. And then they introduced new brand more successfully. So all the Japanese Nissan Honda Toyota all came out with a luxury version but no one came out with Lexus other than Toyota. Right. The affinity and the Acura is nice cars but it didn't become this dominant brand like the Lexus. And then in trying to hit the youth market, everyone tried to come up with like Honda had the element but nothing like the Scion, right? So then Toyota is, and that's much further upstream, much more big and undertaking and then just productivity in a factory. And then when it came time to this issue around fuel efficiency, I mean that's a big technology play of trying to figure out how you get these hybridized technologies with a very, very complex software engineering overlay to coordinate power flow and this thing and that. And everyone has their version of hybrid but no one has it through six generations to run on platforms and millions of copies sold, right? So it didn't matter where you are, Toyota figured out how to compete on this value to market with speed and ease which no one else in their industry was replicating. You're talking about this has nothing to do with operational efficiency. When you talk about the Scion for example, you're talking about tapping into a customer into an emotional connection with your customer and being able to actually anticipate what they will want before they even know. How do you operationalize that? Yeah, so I think again Toyota made such an impression on people with operational efficiency that a lot of their genius went unrecognized. So what I was trying to elaborate on this morning is that Toyota's operational efficiency is not the consequence of just more clever design of operations like you have an algorithm which I lack and so you get to a better answer than I do. It was this very intense, almost empathetic approach to improving existing operations. So you're working on something and it's difficult. So we're perceptive of that difficulty and try to understand the source of that difficulty and resolve it and just do that relentlessly about everything all the time. And it's that empathy to understand your difficulty which then becomes the trigger for making things better. So as far as the Scion comes in, what you see is the same notion of empathic design applied to the needs of the youth market. And the youth market, unlike the folks who were, let's say, at the time middle age, was less about reliable affordability but these were people who were coming of age during the Benetton era where very fast mass customization or the iPod era which was common chassis but very fast and expensive personalization. And the folks at Toyota said, you know what? Youth market, we don't really understand that. We've been really successful for this older mid-market so let's try to understand the problems that the youth are trying to solve with their acquisitions and it turned out personalization. And so if you look at the Scion, it wasn't necessarily a technically or technologically sophisticated quote unquote sexy product. What it did was it lent itself towards very diverse personalization, which was the problem that the youth market was trying to solve. And you actually see, if I can go on this notion of empathic design, so you see this with the Lexus. So I think the conventional wisdom about luxury cars was Uber technology and bling it, throw chrome and leather and wood. And when Toyota tried that initially, they took what was I guess now the Avalon, a full size car and they blinged it up. And it was contradictory because if you're looking for a luxury car, you don't go to a Toyota dealer. And if you go to a Toyota dealer and you see something with chrome and leather and wood veneer, you have a dissonance. So they tried to understand what luxury meant from the American consumer perspective. And again, you always wish you'd get this job. They sent an engineering team to live in Beverly Hills for some months. It's like, ooh, twisting my arm on that one, right? But what they found was that luxury wasn't just the physical product, it was the respectful service around it.  And if you look at the Lexus, and people were dismissive of the Lexus saying, well, it looks like slightly fancier Toyota, but what's the big deal? It's not a Beamer or a Mercedes. But that wasn't the point. It was the experience you got when you went for sales and service, which was you got treated so nice. And again, not like hoity-toity, but just you got treated respectfully. So anyway, it all comes back to this empathic design around what problem is the customer or someone inside a plan trying to solve? So Toyota and Volkswagen trying to vie for top market share, but Toyota, as you say, has got this brand and this empathy that Volkswagen doesn't, you must get a lot of questions about Tesla. Thoughts on Tesla? Yeah, cool product, cool technology, and time will tell if they're actually solving a real problem. And I don't mean to be dismissive, it's just not an area where I've spent a lot of time. And we don't really know. I mean, it's amazing and the software defined automobile and autonomous, very difficult to predict. All the cool people seem to drive them out. Yeah, that's true. Last question I have is what the heck does this have to do with analytics at a conference like this? Right, so you start thinking about the Toyota model really is it's not that you can sit down and design something right, is that you design things which you know, just deep rooted in your DNA is that what you've designed is wrong. And that in order to get it right and actually much brighter than anything else in the marketplace, what you need to do is understand what's wrong about it. And so the experience of the user will help inform what's wrong, you know, the workarounds they do, the inconveniences they experience, the coping, the compensation they do, and that you can not only use that to help inform what's wrong, but then help shape your understanding of how to get to right. And so where all this fits in is that when you start thinking about data, well, first of all, these are gigantic systems, right? Which is probably well informed to think in terms of these systems are being designed by flawed human beings so the systems themselves have flaws so it's good to be attentive to the flaws that are designed in so you can fix them and make them more usable by your intended clientele. But the other thing is that these systems can help you gain much greater precision, granularity, frequency of sampling and understanding of where things are misfiring sooner than later, smaller than larger so you can adjust and adapt and be more agile in shaping the experience. Well, Steve, great work. Thanks very much for coming on theCUBE and sharing and great to meet you. Yeah, likewise. Thanks for having me. You're welcome. All right, keep it right there, everybody. Paul and I will be back with our next guest. We're live from Boston. This is theCUBE, right back.


Did you know that Jupiter is 1,321.3 times larger than planet Earth? Did you know that blue whales can be over 30 meters long? Did you know that New Zealand had its own native species of crocodile? In the space of 15 seconds today, 14 maybe, you've learned something, okay? It might not be completely new to you, but you've learned something. Science literacy is imperative for adapting to an understanding modern societies. But access to science learning outside of compulsory schooling is kind of hard to come by. For most adults, they struggle to come across this kind of education because even if they have access to the necessary content, they may lack the necessary knowledge or comprehension to be even able to understand what it is that they're reading. This is particularly true for subjects not normally taught in school like anthropology, geology and astronomy. This is where museums come in. Museums can provide a unique learning opportunity that builds on experiences you've already had to create a unique learning opportunity that can extend your science learning beyond the limits of compulsory schooling. I'm interested in the way that museums communicate science and influence science learning. I'm interested in the motivations and the processes of museum staff and the responses and the reactions of museum visitors. Now, because museums are centered for leisure as well as learning, people aren't interested in old-fashioned learning techniques. So they're not interested in lectures and walls of texts and dead things in cabinets. Instead, they want their learning to be interactive and they want to be presented with just the right amount of information. Some museum curators refer to this as teaching people what they almost already know, just like you did two minutes ago. My case study is the Auckland Medical Museum Trust's pop-up travelling exhibition Brave Hearts, the New Zealand cardiac story, which tells the history of cardiac medicine in Aotearoa, New Zealand. I'm talking to the exhibition developers and the museum visitors to see how the museum has affected their perceptions of science communication. I'm particularly talking to the museum visitors before and after they go to the exhibition to test how their intention to learn varies from their experience of learning. I'm going to combine this with demographic data so that I can draw a picture of what science learning in New Zealand really looks like. Now, the outcome of my research is going to be helpful in a few different ways. The first thing is it's going to develop learning theory and informal science learning research in New Zealand, particularly for our context. It's going to help the museum trust to build a picture of whether they can ever do this on a permanent scale. And it's going to help museums and science learning centres in New Zealand to be more effective and more engaging, so they can teach you what you almost already know. Thank you.


So this may come as a surprise to some of you, but the governor of Florida, Rhonda Santis, has found himself in yet another scandal. I know him, of all people. He's so ethical. Now, this time he apparently decided that his campaign contributors and more wealthy Floridians should be able to jump the line when it comes to COVID vaccinations. Yeah. So as CNN's Rosa Flores and Sarah Weisfeld reports, Florida Governor Rhonda Santis is facing bipartisan criticism and a call for a federal investigation after the state set up invitation only COVID-19 vaccination clinics in at least two upscale communities. One prominent developer in two communities donated to the Santis' campaign in amounts of $25,000 and $50,000 between 2018 and 2019 for a total of $125,000, according to campaign finance records. The exclusive vaccine clinics allowed about 6,000 people to jump ahead of tens of thousands of seniors on wait lists in Manatee and Charlotte counties where the drives happened. Santis has been fending off criticism about the pop-up sites, even threatening to move a clinic that his state set up in an affluent mostly white community in Manatee County after he was confronted with allegations of political favoritism. Vanessa Baugh, chair of the board county commissioners of Manatee County, revealed the origins of the vaccine drive at the Lakewood Ranch community after her emails obtained by CNN and other media outlets through an information request showed Baugh asked county workers to pull a list of potential vaccine recipients from only two zip codes who would then participate in a state-sponsored vaccine drive. Baugh said at a public county commissioners meeting that the Santis called Rex Jensen, the CEO of the parent company of the Lakewood Ranch community, about setting up a vaccine drive and that Jensen called her for help setting up the drive. A news release on the Manatee County website says it aimed to vaccinate 3,000 people over three days. So their excuse basically is, look, it's not what it looks like. We promise you, it's not like we were trying to specifically allow our campaign contributors and rich friends jump the line. We just set up the vaccination sites in these two particular areas because these were the only areas that were able to accommodate large vaccine sites, you see. So it's not, it's not exactly what it looks like. Okay, let's assume that that's true. They also should probably speak to this. Quote, Kingsgate and Grand Palm have something else in common. They were developed by one of the Santis' donors, Patrick Neal, a real estate developer and former Florida lawmaker. Oh, so the plot thickens even further, in other words. Now, to give you some more details about these communities, Kingsgate is a 55-plus gated community and Grand Palm was described in the article as a resort style community. Not shocking at all. So what the Santis is saying to defend himself now is that it's not just rich white people getting vaccinated because half of the vaccines went to seniors in Broward and Palm Beach counties, except that's not really the point that people are making. When there's a limited supply and you choose deliberately to distribute additional vaccine doses, not based on you know, need, not based on whether or not somebody is old or immunocompromised based on people who contributed to your campaign in more affluent, wealthy areas of Florida, that's the issue because what you're kind of saying is that these lives of rich, powerful political elites and political allies are actually more important than non-elite people. The peasants, their lives matter less than these individuals in these zip codes who we chose to allow to jump the line so they could be protected first. That's what the issue is here. And I think this is pretty obvious. Anything that he's saying is nothing more than obfuscation. I mean, Ron DeSantis is a Trumpian Republican. He has been involved in multiple scandals again and again. And you'd think that one scandal, I mean, theoretically it should ultimately tank his career, but the outcome of scandals in the post-Trump era is very comparable to scandals in the Trump era. Scandals only embolden corrupt politicians. It's just further proof that the liberals are against them and they're looking for any excuse to try to penalize them. It's not actually that they're genuinely corrupt. It's that, you know, this is just evidence that, you know, the Democratic Party, they're engaged in witch hunts. But the issue here is that there is bipartisan criticism here. But of course, Ron DeSantis is disingenuous. He's not going to address that. He is just basically trying to lie. But let's be clear here. This is exactly what it looks like because in the United States of America, a late-stage capitalist society, we absolutely value the lives of elites more so than the lives of the peasants. And Ron DeSantis is just putting that into practice in a really explicit way. And he was helping that nobody would pay attention to this. But unfortunately for him, that's not the case. So I think that the details of this story speak for itself. Ron DeSantis wanted people who were his political allies, who contributed to his campaign and helped him get elected, get the vaccine first before people who he viewed were less important. Not surprising at all if you know anything about Ron DeSantis.


All the try-hards don't return to 2K17, man, so they're sick of 2K18. They're back. Where y'all at, bro? I want to challenge these guys, man. Let's challenge them in a virtual part game. Let's get them, man. Yes, for bragging. Hey, man, that's the same. Part of this. Oh, look at this guy. Let me put on my try-hards, then, bro. Hey, put that on, put that on.  We don't have time for that. Sike! That was a 2K18 joke. Hey, introducing the My Player Inventory. This video is brought to you by Ckeek. Ckeek, of course, is the act that helps making buying tickets more easy and affordable. Do yourself a favor, hop on the website for any type of event, whether it's a concert, comedy event, you're watching the Easter Conference Finals, whatever the case, you hop on. It sorts all the tickets based on value. You can even see what the seat would look like in its perspective in POV, if you want to. It has all kinds of features that make the whole process just less miserable. And actually pretty enjoyable. It even tells you when a ticket might trend downward in price to help save you some money. So if you're looking to save some money, go to some events. Link is at the top of the description. Use code AGENT for $20 off your next purchase. Do you remember when you could just click on your jump shots and then be able to boom, boom, boom? Yes! And then back out before the next game started. I do. Bro, I think they took it too far with, like, the archetype system. I get that you don't want everyone to do everything. I don't either.  Even if you're playing perfect defense, just because you're that build, that's crazy. They're coming up against the best dribbler, pretty boy agent, the second best shooter, pretty boy Davis. And I actually don't know what Peter's good at, man. Peter's just an all-around player, I guess. Lord, big body yet two in the morning. Let's get it. Haha! Leaning. That's a brick. Garbage-ass player. What you got, Davis? I hear you're clicking and clacking. All right. Okay. Interesting. Ooh. Ooh. Davis! You got blocked. No! Just trying. They played this game, I did. You can miss 18, they just make it to you. Yeah, yeah, yeah.  Bro, I might be the worst point guard of all time. Agent! Why? BAM! What? Great animation. Oh, you got that. Let's get released. Yo, what? Dude, baby! Listen, man. Let me give you guys a pep talk. SSH members, listen up, all right? We're bringing that back, SSH. We're going up against these bum-ass players, right? Try harding in part. Yo, kill it. Kill for joy.  Let's go, SSH. We on top. That's a brick. Great. He made that. I just love how you can pass. This is a fantastic game. Agent, Agent. I didn't think to pass across the board. Yo, what did you- What? You're great at this game, bro. Second time I meet you, Davis. You're so good, bro. Good job, dude. You're so nasty. Hey, come grab me for the one time. You think you can get me? Oh, damn. You think you can get me? Huh? You think you can get me? Oh, damn. Oh, I'm what? Okay. You got blocked again. Davis, you got blocked like five times. Stop getting blocked, man. Yo, let me ISO. ISO! ISO! ISO! All for three. Get out the way. Perfect. Dude, are you kidding me? Game over, though. Hey, hey, get off of me, man.  Hey, escort me without screens. Do you blame Goofy? Damn. He called you up. Goofy. He's blamed on a two-year-old game. You actually need to stop playing. Stop playing. Stop playing. Stop playing.  You don't want that. Look at him. He looked like he about to miss. Me? Bro, I was literally on the do. Nah, look. Yeah, I was my guy.  I used to do that. Davis, pick up your phone, man. Three, four, oh, four. Damn. Leap number. Cory from downtown.  Blocked my wall. It was a foul on me. Really? Hands up. Rule of verticality, bro. All right, let's get it. SSH, we're on top. I'm opening the corner. Green light. Greeny. The dot needs to. That's what I do. That's what I do. The dot needs you. A few people in the comments over the course of 2K17, deadass asked me, are you Indian? Is the dot the thing? I'm like, what?  Why would you say that? I don't even look Indian. But if I was, why would you say that to me, man? What's wrong with you? Okay. Let me hit him in the post. You guys know how it is with the post moves, right? I see you, Davis. Oh, out. I guarantee this greeny. Hey. Davis is 0 for 2. I always thought of blaming Davis. He hasn't made a try in the last two games. He's 0 for 5. How did I not get that? I'm literally in the passing lane and I click square, man. No cap. No cap. No cap. Look at that. No blow-by animations. That's how you can pass that. You have to go out of position to get blown by on this game. Let's go, Davis. Great defense. Corner. Okay. The dot. Let's go. The dot needs you. Baby, let's get it. SSH, we on top. Let that big. Nobody's gonna, nobody's gonna drop. That's what we want, bro. He didn't even do a dribble. You don't have no chemistry, man. Let's take him. Let's go to the anti-up, bro. I think, like, I think we're prepared for that at this point. Oh, damn, this place is D. Yeah, that's me, baby. That's me, bro. The crowds are forming around me, baby. Hey. Hey, autographs later after I win a couple games, man. Line up at the God next if you want to get sauce. You know? Hello? Yo, can I, yo, yo, yo, can I ask y'all a quick question? Why would you play with two lockdowns and a pain protester? What, what fun is that? What's the fun are you having by doing that?   How about when I rock 22 points on your head? Stupid. Damn, Iso, up top, Davis. Momentum behind the back, action, hippity hop, up top. The mascot is tripping. Four, three, five. Get the mascot. Get the mascot.  Don't worry about him. We can leave him up. We can leave him up. He's trash.  He's going. Okay, I just blocked it into the basket. What you got, Davis? Momentum spam up top. The trailblazer is looking nervous. Whoa! Ankle breaker, kick out to Peter. He drives. Okay, I get that one. You can't shoot? Switch, switch, switch, switch, switch. I got this nervous trailblazer. Hands up, run healthy and descend the paint. Yes. Oh my God! Shoot back! That's the second time a lock shot went in. Straight up, let's play up. What you got, Davis? Iso game up top. Momentum, Momentum cross. Inside finds an opening. L2 cheese. Easy bucket. Corner, corner. That's cash. That's cash. Yeah! Diop! Drop! Ain't nobody said let that hit. Davis up top, looking to Iso. Elite three. Oh, he reaches. Good living by Davis. Watch the pan. Oh! That went in, but that was a nice block. Davis, that was mean, my guy. So why can't playmakers make that pass, but a lock down hits it? Oh, they get it. Oh, let's go. He's at frame, but he doesn't listen. No, Davis, no, Davis, no. Yo, I'm just saying you guys would have 17 points if those two blocks didn't go in. No. I don't want to do this anymore. Are you guys from Africa, dude? Over here. Dude, I'm not getting one delayed, am I? Another one! Another one. Yo, what? Okay, okay, okay. Okay, that has to be a glitch. There's no way. The odds are not happening, no way.  Oh, good spin. I see how you spun off the screen. Okay, get that hit. Dude, I'm surprised that didn't go in. I'm also the only center. I'm trying to get out of your way. Hey, hey, I see you, Davis, with the hop action. Damn! That is so cheese, man. That is so cheese.  You just slid me out the way? That's cool. Okay. All right. You need me to cut? You look lost out there, fella. No. Oh. Five. He's literally not doing anything. And he's still unbelievable. Yikes. Man, I sold 2K18. You sold 2K18? Game five, give me 62 cents.  You convince someone at school to buy it? Yeah. How you gonna finish it? Yeah, that's crazy, bro. Yeah, coach. I'm down, down, down, down. Three. Oh, how do you get in front of me, my guy?  Honestly, I'm the worst playmaker on this game, bro. I do like two moves and I'm like, what do I do next? Fuck. It takes time to get used to it, man. And I'm supposed to agree, man. You're supposed to be like, yo, you're fantastic, but I don't let anybody tear you down. Nice. Good moves. All right, let's get some, let's get some defense. Keep all my health. Because you don't have to do the same, man. Just stay 2D in there. How is that not a turnover? Again, look at your health. I don't think he wanted to. Yeah. The one-stop part's done. Yikes. Yikes. Oh, I swear they would have let you outside of the house.  Oh, great. Somebody, somebody, somebody. You got blue. David, you got blue. Yo, can we get a rebound? Geez. What are you? No. Oh. I'm sorry, dude. Y'all were ass, bro. No GGs. Y'all were so trash. I'm playing. I like you guys. You guys are nice.