I hope you all enjoyed the video earlier today, the premiere. So when you go silent on a narcissist they're not going to like it. They're not going to be happy about it. It's going to pose a serious problem for them because they need you. They need your attention. They need you to be there to validate the illusion, to admire them, to make them feel with no supply unless they've already got someone lined up before you. But if you do it so suddenly it is going to shock them and they're not going to know what to do.  They don't know how to deal with it. At least not in a sensible manner. They can be very immature. They're like children. If you don't cater to their every demand they will become a problem for you. The only time they are right with you is when you do what they want. But when you've put up with this treatment for so long and you just don't want to deal with it anymore you feel like your only option is to go silent. You feel like you have no other choice. But they're not going to look at everything they did up until that point. Many of them aren't really self-aware. They don't really understand the full effects that their behaviour is having on you and even the ones that do don't really care. It's all about them. When they treat you like that and you go silent they're not reflecting and thinking maybe it's something I did that caused them to react to me in this way. They don't get to that conclusion. They're just looking at it as though you're being really mean to them. You're attacking them and that's why they will go into defensive mode. They're going to try to defend themselves against your perceived attack and their idea of defending themselves can be stalking you, harassing you, smearing your name to family and friends, assassinating your character, all of these things. In their minds that's justice. In their minds they're not really doing it to hurt you. They're just trying to protect themselves. They're just trying to make people aware. And even if that does cause problems or inconvenience to you. So what? You deserve it. You went silent on them. That's just how they see it. That is why you do need to be careful when you go silent on these narcissists because you never know how they might react. You never know what they might do. You do need to be very cautious when you do that. But it really depends on your individual situation on whether or not you should do that. Sometimes silence isn't always the best thing to do. If you're dealing with someone who's aggressive and violent I could put you in serious danger. In those cases you might just want to limit your contact, maybe take away your emotions and just fizzle out over a longer period of time. But yeah, has anyone recently gone silent with a narcissist? And how did they respond to that? Please let me know in the comments. I hope you all enjoyed the premiere that I did about it earlier. Star the hood witch says I did. Now he stalks me everywhere I go. Sandra Dee says I did. They keep coming back for attention. Yes, that's really what tends to happen. They're not just going to disappear because often when you go silent you catch them off guard. They're not always expecting it and they haven't got a secondary source lined up. And even in the cases where they do it doesn't mean it's someone as good as you. It's not so easy to find another grade A source or supply. Someone who's just going to listen to them and do whatever they want them to do and that's why they will chase after you. Especially if they believe that you're still susceptible to their manipulation. As long as they think that they can get you to do what they want they will keep coming back to you. You have to make it known that you're not under their spell anymore. That you're not under the illusion. And when you do that you won't hear from them again.  They'll just see you as a lost cause because you've broken out of their control and they know they can't manipulate you anymore. Someone who doesn't validate the narcissist's illusion is as good as dead. They have no use to them because that's the main quality that a narcissist looks for in their source. Someone who validates the illusion. Someone who believes in their lies. You can't be a part of the narcissist's club if you don't do that. But if you've watched my videos you shouldn't want to be either. You should be working to find your way out of there. Focusing more on yourself. Limiting contact. Limiting your emotions and just focusing on moving on with your life. But yeah if you haven't already do check out that premiere I did earlier on going silent with the narcissist. Thank you all for joining this life. Please give it a thumbs up. Leave the comments down below and I look forward to talking with you.


Aaron, what made Herman so tough tonight? I thought his stuff was really good. I mean, he was he was you know he has that ability kind of throttle back and forth a little bit on his fastball reach back when he needs to but but I thought his sinker was really good and lively tonight.  You mentioned getting through that seventh inning he's efficient throughout it just how positive a step is this for him and and really for the rotation who you've been looking for more length from in general. Yeah no question. Look I talked about the confidence I have in this group and and you know what I believe they can be as a staff and as a starting rotation and it's really good to see you know both Corey now and Domingo get deep into ball games. Domingo after a rough first inning some of it not his own doing in in Cleveland that really didn't have much to do with pitching. You know now has gone 6 and 7 innings back to back and feel like is in a really good spot now moving forward. You can go next to Marley Marvera. Erin what did you see in that play with Frazier and is that something that you need to speak to him about are you already good? Yeah we spoke to him just a you know just a bad read I mean it's almost like he looked at it saw the guy was going to catch and then you know just kind of broke you know obviously mistake there and so yeah it's you know Reggie and Mandy have spoken with him and you know just talk about the read and making sure we're obviously aware of you know where guys are positioned and obviously with the shifts and stuff you got to be uber aware of of of where the defenders are. And Erin you know with Frazier I'm sorry it's not only about Frazier there's been a lot of base running outs you know for you guys and you always talk about tightening up how does one do that? Instruct remind make sure ahead of time you know pre-pitch you're ready and anticipating and you know making sure you know everyone knows you know who the good throwers are who the you know fielders we can take advantage of where we want to be aggressive what situations are you willing to kind of roll the dice and and make an aggressive play you know you just got to it's that fine line again between you know going out and playing aggressive but you know not being fearful making a mistake either. Erin was there one pitch one sequence in the early innings that told you Domingo was really on tonight? I thought his stuff was really good you know I thought he was pretty electric with his stuff. He ripped a couple of backdoor looked like two seamers away for for freeze jobs maybe against Franco maybe Mancini you know I thought he was really good against Mount Castle after you know going break and ball with him early and then mixing in a lot more sinker as the night went along so I guess there were a number of times I was I was like that was pretty special finishing pitch right there and he did it with everything you know he had some freeze breaking balls he had some changeups for soft contact and and again I thought probably his best command and stuff wise with this with the fastball and the sinker tonight. Erin Stanton was just in and said that you know it looks like the at bats are getting contagious is that what you're seeing up and down the lineup for the most part? There's no question that it's been better you know and tonight's a good example of that where you know we scored seven and and obviously we'll take that every time you know but you know it's also one of those games we we probably could have scored more the way the guy swung the bat you know number of guys hit the ball well and didn't have much to show for you know Hicks had three good at bats tonight didn't have much to show for and so yeah it's you know we're not all the way where we were where we want to be are going to be but there's no question I feel like this trip the consistency of the at bats you know that kind of rallying around that team at bat just go up and have a quality bat it's starting to starting to build definitely a little bit more now and also you took Gio out is he okay yeah he's he's okay he was one of those guys I was maybe going to have down tomorrow maybe it'll be a conversation now thank you Erin uh Erin Hicks tonight hit two balls pretty hard had the ball caught in foul territory at third base by the catcher have you what do you say to them at this point as the struggles kind of continue yeah focus on the at bat quality and and the bottom line is he's working I thought his BP was really good today after maybe taking a little bit of a step back after a few days of good at bats and then today you you know is frustrating as it is you know your first time up you smoke a ball to right center that they run down then you smoke a ball to the shortstop and then with the bases loaded you almost clean them out for the sack fly so you gotta you know again in this game and in a game of hitting in a game of failure you've got to build on you know what are some really good at bats and and and at bats that have gotten better on this trip and continue to work and you know as hard as it is not focus on the results just focus on going up and having a good at bat and the results over time will be there so now it's been two really good starts for Domingo Herman since he went down to the alternate training site I just wanted to ask what were the reports coming in that you heard from the coaches like what did they say about what he was working on and what they were seeing from him yeah I think just really fastball command and he was with us a lot of the time because you know when we optioned him out of need he was with us at the alternate site or on our lap he was on the taxi squad on our last road trip so he was with us a lot of the time and then he went down there on the fifth day and made made a start so he would be back in line when we could call him up after 10 days so it was really I think just him working on feel and command with his fastball he was able to do that through five you know five innings down there and you know was back in line to come pitch with us and he's kind of picked up like you know I know he had a couple of you know sort of rough starts but they were a little bit wonky and it didn't deter what we were seeing from him all spring long and I'm not surprised to see him go out there and pitch the way he is right now he's in a really good place and throwing the ball really well


Live from Las Vegas, Nevada, it's the Cube at HP Discover 2014. Brought to you by HP. Welcome back to Las Vegas everybody. This is Dave Vellante with Jeff Frick. We are live here at HP Discover 2014. Tom Bradich is here. He's the vice president of server engineering at R&D at HP. Tom, it's a pleasure to have you on. I'm really excited about this segment. We want to go deep. We're going to geek out a little bit. We're going to ask you a bunch of Colombo questions. You're going to explain the world to us. Keep it. All right. Well, first of all, welcome to the Cube. Thank you very much. Thanks for coming on. So a lot going on inside HP. We covered the Moonshot announcement two years ago, which was sort of a concept announcement, even though you had real things to show. It wasn't a product announcement. And then we covered the product announcement.  We're going to talk about that. But I wonder if we could step back a little bit. What's happening in server technology over the last five years? And what are you most excited about? Well, the Moonshot platform has come a long way, as you point out two years ago when it was announced. We have customers in deployment now. It's battle-hardened. And it has some very dramatic technological advances. Several of them that I would put into the categories of the seven benefits of the Moonshot platform. One of them, which is really highly technical, is what I call the local rack fabric. And that is a fabric of interconnection of the server nodes within the chassis. That is protocol agnostic. It's also very high-speed, and it has many, many lanes to do many, many things. It also has a 2D torus and mesh architecture. Well, what does that mean? Well, that means there can be high-speed communication among all the workers on the job, which are the server nodes. Up to 180 servers, individual servers, with their own software stack, can be interconnected in this local rack fabric. And that's just one of the distinctives of the Moonshot platform. Now, how does this apply to the customer demands and what's happening in the IT industry? Well, foremost comes to mind is cost. And cost is also the purchase cost, the total cost of ownership, the cost of managing the power and the cooling of the technology as well. And the integrated platform with so many servers and a small 4.5U or 4.3U form factor is addressing those cost issues very directly. I wonder if we can talk a little bit about the culture of HP R&D and server engineering. I mean, HP wasn't, you know, to go back to whatever it was, 40s and 50s, HP really wasn't a computing company at the time. It was, you know, kind of an instrumentation company, and then sort of found its way into semiconductors and obviously, you know, got into computers and made a lot of acquisitions. Yes. And had server chops from the likes of certainly digital and compact and tandem and, you know, wherever else. And of course HP. So what's the culture like? How did you bring those pieces together and how does that manifest itself into innovation today? A very good question. And I think my predecessors who created the culture and created the acquisitions did a very good job in selecting key attributes and key core competencies to put together to form what is a very broad portfolio offering. The culture is characterized, in my view, by technology innovation as manifested by the investment we're making in Moonshot. Secondly, the breath. It's a company with our HP labs combined with our server development, storage development, software development has tremendous breadth. It's hard to find someone not working on something advanced technology in the company and when you need help, you can call on the worldwide global interconnection of HP technologists. And then we also have something very distinct is we have CTOs, chief technology officers that are dedicated to our clients, to our customers and they provide the technology leadership for the customer also back into the labs where I reside. So is the model one where you've got the product groups developing innovations which I will call no pejorative intended but incremental innovations to extend the product line to give customers a road map and you've got leapfrog types of innovations happening inside of HP labs and then you've got all kinds of other stuff that sounds like happening at the customer level. Is that sort of loosely how it's organized and how do you bring that all together? That's an excellent question and let me say the two bifurcation that you just said that is the incremental advancement on existing technology combined with revolutionary breakthrough is a very potent combination for customers and here's why. Because of investment protection and the installed base that many times an incremental advancement on an existing standard or an existing installation is what customers desire. On the other hand, there's a combination of really breakthrough technology such as Moonshot where we can take the total cost of ownership and the power consumption and make it greener and make it better and make it more efficient but that's the potent combination that I think sets HP apart. Now, you've been really focused on organic innovation now for a while for a number of reasons. I mean, HP's not been a super-requisitive company in the last couple of years. Meg, I asked Meg at the analyst meeting it wasn't last year actually two years ago when you're going to start acquiring it she said not that we pay down the debt we might make some tuck-ins but we are not going to make the big moves and acquisitions until we deal with that. So as a result, you've got to focus on organic innovation. A lot of people believe it's hard for large companies to focus just on organic innovation. That's why I see a lot of companies, several examples, IBM, Oracle, EMC have to complement with acquisitions non-organic innovations. You've not had the luxury of doing that. Has that hamstrung you? Has that sharpened your focus? Talk about that a little bit. That's an excellent point and to be able to innovate and be an entrepreneur within a company is a challenge but as I pointed out, there are some benefits for example, access to customers who help you guide and hone your investment so you get it right the first time or at least very quickly, that's a benefit. Second benefit is the breadth of technology and experience that we could tap into. When it comes to Moonshot, though, we've organized more like a startup inside a very big R&D facility and we characterize it by a term called high-velocity rigor. So we have to move fast, that's a high-velocity part but we have to be very rigorous in the business value that we bring to our customers and making the technology unique and making it matter for the customer. It's actually working out very well. We have right here at Discover several companies who have deployed this new and advanced technology and it's very exciting to see it in process and I would mention, for example, PayPal, IncaBinka, as well as MyLock all in production now, very exciting with this new breakthrough technology that we were able to get out to the market very, very briskly based on our high-velocity rigor philosophy. So Tom, I have a question for you too. You do a good job, you've got the incremental innovation, you've separated kind of the earth-shattering, leap-frogging innovation, just like Clayton Christensen says, one is driven by the customer, one is not. So that's great. I think the more difficult part for an organization is to be willing to say some of this new stuff is going to start eating into what we've been doing on the other side and how have you found or how is HP dealing with kind of that dichotomy because if I've really got a breakthrough innovation at some point, that's going to either eat into, displace or wipe out something that we've got a business already built on. What are some of the dynamics there? That's a very good point. And to summarize what you're saying is a notion of how does new innovation eat into the occurrence and even create an innovative dilemma? Exactly.  The approach we're taking and the approach I'm taking is a very managed approach to that and being very careful. It's all about being extremely sensitive to three things that are happening. The customer, the competition and, of course, the company. I call them the three C's inside. What's happening with the customer, what's happening with the competition, what's happening inside the company dynamic because we are a business, as you point out. We have to make sure we're sound for our stockholders as well as for our customer. Now, balancing all those three takes a lot of skill and this is the winners in this business are going to be able to do that and be able to know how to pace that which would interfere with other lines of business. So the way we do it is I would have to add a fourth C. First thought of communication. We communicate big inside the company. In fact, all the R&D vice presidents of which I'm one, meet together under some very good leadership to decide what are we doing and how do we position. But we're always keeping an eye on what the customer wants. Not necessarily what is always best for us in the way that you have to position but will the customer want this technology even if in fact it isn't necessarily the best business decision for HP because in the long run it will be. And we know that for sure. Right, the classic, Bob introduced the cheap trades. They were killing themselves and Dave Potrick came out and said hey, we're going to have these cheap trades that's going to hurt our business in the short term but in the long run we think this is where we're going to go. The competition was going there and ultimately you'd rather take your own business and give it to somebody else. The other thing I think is pretty interesting about HP is the reinforcement and the support of just really smart guys and gals that don't necessarily go down a management track but are very, very good technically at what they do. Maybe someday you'll have one of them on your show. Absolutely, right here. He's a doctor. If you didn't catch that on the lower third hopefully we got that up there. So just talk a little bit because I think that's a very different culture. Not all companies have that. A lot of them are up or out and don't really support just really smart guys that are really focused on an individual area or a small group area and they can really execute at a much higher pace without kind of the management overhead that you might have at a more traditional or a more hierarchical structure where you've got a lot more junior people that are organized at the top. That's a very good point and remember the assets we must protect are our customer base obviously the good name of HP of course the brand as well as the technology that we have and being able to move fast and quick and manage the risk. It's all about managing that risk where you can move quickly but still be prudent obviously to the assets that you have and earn the care of us as an executive team but we're more and more valuing that sometimes called wild duck sometimes called the person who might not fit in the traditional stereotype corporate role but is a brilliant technologist as you point out and the invention that we can extract from that that skill set that we have by making sure that there's an environment where they feel they can do that with only positive consequences as they contribute to our business. Last question, if I may we got a lot of time here unfortunately thinking about the roadmap and I know you have to be careful because you've got the hall monitors listening everywhere to say but generally speaking when you talk to customers without divulging any sort of NDA stuff what should we be looking for in terms of the roadmap of things like Moonshot? This notion of microservers with cartridges that you can put in with different personalities what's the roadmap that we as independent observers should be paying attention to? We are seeking to aspire to be the leader in that microserver and highly scalable and even hyperscalable segment so because we seek to be that and because of the assets that we just discussed we feel we're the best to step up to that leadership role. The industry does crave leadership to drive down cost does crave leadership to drive up utilization and efficiency and then eventually to be able to move faster than the competition. So I think to answer the question more directly what you will see is continued innovation continued enhancements in our quality continued enhancements in our total cost of ownership value proposition as well as some really amazing things happening and the reason it's so important to do that is because many customers will appreciate doing business with you not only based on the current product but also based on the roadmap. Where can I go in the future? And we seek to make those customers feel comfortable that if they go with HP they do have a future and they will have a leadership advantage over their competition. All right, thank you very much Tom. Appreciate you coming on the Cube and good luck with Moonshot. We're very excited when we first saw the the announcement and the product and it looks like you guys are at the forefront of innovation there. Thank you very much. Appreciate your insights. All right, keep it right there everybody. We'll be back with a special segment. We're live. This is Dave Vellante and Jeff Frick from HP Discover 2014. This is the Cube.


First responders took over the Bemidji target to go on a shopping spree with a few local kids today.  Christmas is right around the corner and tonight a few Bemidji's local heroes played Santa's Little Helpers and put presents under trees. We partner with the Bemidji Lions Club, the heroes of the community, police, fire, EMS, sheriff's office, state patrol and then we have the school pick some children for us and they come and are provided a monetary amount and shop with a hero. This was the second annual heroes and helpers event. 25 kids from eight different schools got to shop till they drop at the Bemidji target. Who's that for? For Claire? Officer Caragin came up with the idea to help introduce kids to the police and to help families who may be of lower income. Taken a few years last year we partnered with the Lions Club who actually set up an account for us for this event specifically so that any donations that come in sit in that account and are solely used for this event. Now each kid is given $100 and they can use that to buy gifts for their mom, their dad, their brother, their sister and of course themselves. I mean that's a lot of money to a kid. We don't limit the things that they buy and they just have a hero that goes around to assist them and aid be a calculator but not discourage them from purchasing anything so just to see the things they pick and the smiles on their face. At the end of the shopping spree the presents are wrapped and the kids get their picture taken with Santa. And of course kids walk away with a few new friends. For next year I just hope it runs as smooth as it did this year. We're still working out some kinks this is only the second year so we'll debrief together with target and find out what worked great for us and what we need to work on for next year and we'll go from there. Reporting in Bemidji, Shralmoor, Lakeland News. More than 30 heroes and 30 volunteers participated tonight. Target covered the tax on all of the gifts. If you've enjoyed this segment of Lakeland News, please consider making a tax deductible contribution to Lakeland Public Television.


This research proposes a new method for fog harvesting that uses a combination of 3D printing and biomemetics to create a surface with dual wetability. This surface is able to collect water droplets from fog and transport them to a collection point, making it suitable for use in areas where there is little or no access to fresh water. This article was authored by Jungoo Choi, Cunty Bek, and Hongyeon Seo.


What's up, everyone? It's your girl, Kenty here from Layton Sports Cards, and I'm ripping a personal for William I. We've got a 2022 Panini Prism WWE Hobby Box. Alrighty, William. Best of luck. Here we go. Doing good. Now, William loves his WWE. I thought you enjoyed it. We're just gonna toss him, so I'm glad we were able to give him out to some people watching the break. Same kid, rookie. We've got Atomic of Dave Mastiff. Red Wave, Cameron Grimes. Next level, Roman Reigns. Morgan. We've got Silver, Seth Rollins. Purple, Joseph Connors on the rookie. Purple's out of 149. Prismatic entrances. Entrances. Rey Mysterio. See a big auto here for you, William. Chen rookie. We've got Hyper rookie of Tailman. Red Wave, Mandy Rose. Ray Ripley. Undertaker. Dusty Rose. Got Hyper rookie of Blair Davenport. Red Wave of Eric. Next level, Becky Lynch. Dawkins. Got Primate rookie. Silver of Candice LaRae. We've got Orange Boa. That is to 99. And Prismatic entrances of Finn Baler. Still looking for the autos here for you, William. Mandy Rose. Big E. We've got Hyper Mandy Rose. Red Wave rookie, Primates. And Becky Lynch, Fearless. We've got Silver, The Ultimate Warrior. Got Auto of LA Knights. Sensational signatures. First auto there for you, William. Gold, Drew McIntyre, Insert. We've got Rookie Atomic, Primate. Nice. Red Wave. Oh, look at his neck. Roderick Strong. Ouch. Kofi Kingston, Fearless. Got Silver, Rookie of Lewis Howley. Red Rookie, Joseph Connors. Another Connors rookie color. To 299, Prismatic Becky Lynch. Truth. Silver, Rick Boggs. Red, Triple H to 299. Mysterio on the golden stick. Couple packs left here for you, William. John Cena. Creed. Got Hyper Brock Lesnar. Red Wave, AJ Styles. Next level, Ray Ripley. Silver MVP. Pull from the back. Edge.  We've got a Mick Foley on the legendary auto. Mick Foley. All right, William. That'll do it for your box. Congrats on your hits. We'll get these right out to you.