Hello everyone and welcome to being back at the Bite Size Talk since we had a bit of a break over Easter and today we start the series with Maxime from Sekira Labs and he is going to talk about how to use HecumD to present slides and off to you. Thank you Fran for the introduction. So hello everyone. So I'm Maxime Garcia working at Sekira Labs and I'm going to present like one of the tools that we use like quite often during the hackathon and everything. So sorry for all that. So which is like HecumD and reveal.js. So basically okay let's start with the presentation mode because I think this is the most like common stuff. So the usual disclaimer I'm mainly covering like my own usage within like NFCore or what I usually do like on the side but you can do much more so don't hesitate like to investigate and explore. Like I think it's kind of fun. Yes this kind of messy but it sounds okay so first markdown because all of the stuff that we're doing is in markdown and what is markdown? Markdown so it's a lightweight markup language so it means that it's using small tags like to do stuff but most of the time like it's used just like tiny symbols as the tags and the key point is readability because if you can like read it like this is markdown and it's kind of understandable like at the same time like what you're seeing here is what you see there and you can understand what you see and what you read. So for me that's one of the key points in markdown is readability. If you compare that to latex or some other language which are like less readable markdown is like super high in readability and it's super easy to convert into HTML and then PDF and it's widely widely used in all of the NFCore documentation and the NFCore website. So you've noticed like some tiny issues there on the side but I will come to that like later don't worry about it. So quick links like for markdown I will of course share the slide like later so it will be like super easy to follow the slide to follow the links and everything. So quick links I think like I have like one first like quick reference like to the markdown syntax which is like fairly simple a more complete like markdown sheet sheet which kind of like goes way more into detail and then some more documentation for the Github flavored markdown which is like like kind of an extension about the regular markdown. What is HackMD? So HackMD is a tool like for real-time collaboration of markdown document it's widely used during like hackathon and NFCore byte size presentation and basically what it means that I can like edit a tool I can edit like a document so just like that so real-time edit and if someone else has the same like URL as I we can all edit the same document exactly like what we do with Google and it's all in markdown so it's super easy to do that and HackMD has like the possibility to use reveal.js which is an HTML presentation framework which we also use widely during the hackathon and for that I use a lot for the byte size presentation and reveal.js is like another tool and it's HackMD made it possible to use reveal.js and it's in the presentation mode so what you do is when you have your presentation what you can do you can share in slide mode and if you share in slide mode then what you can have is directly your presentation in in slides and that's all so to pass from one slide to another once you're in like slide mode you either use the arrow on your keyboard I'm pretty sure it works also with the arrows here oh yes it does or you can also use the spacebar reveal.js allows you to really like do a section and subsection so you can really do like a lot of stuff within reveal.js you can use fragments so if you want to have like multiple steps in a slide that that got revealed like one after the other or stuff like that but usually what I do is like super simple slide so how to actually like use reveal.js to present so within markdown so first it's super simple I link like how to create a slide deck which is like the HackMD documentation for it and basically the most important part is to follow syntax and the most important part in following syntax is to separate the slide you need to have like one empty line three dash and another empty line and that's all and then what I do usually is I use like one or two so h1 or h2 or h3 for detail subcital and subcital and that's all you do as you want sometimes you might need to have like small text so I usually use like html tags so small to or small text or big if you need big but usually I just need like to make things smaller what I do also sometimes if I need like some really small text I use also font I think there is like a font tag that you can specify like the size of the font so that's super simple if you want to include a picture so if it's available online you can like link it as usually as you would link like any picture in markdown you just need like to know the syntax for it or what you can do is is like you can use HackMD directly to upload your picture so if I do there I go like insert image go into my download I can insert like one document and here it is my document should be inserted and here it is I have it in my slide so as you can see it's super easy to upload a file from your computer directly to HackMD and this is the syntax like to have like a picture in markdown in HackMD we can also use font awesome which is what we use a lot in NFCore to have like some I know what is causing that so I will explain that later sorry about that font awesome is resources that allow you to use like simple like simple icon for different stuff so you can have like here for server so but you can have I think there was also GitHub should be like something well more known Facebook should work as well and so and you have like a lot of burn or a lot of different things like cloud globe should work so if you know it like it's super easy to use what we can do but that is like regular like so yes simple let me put back what I did before okay background this is like fairly you like this is super useful like whenever you're doing a presentation you might want to change the background of your presentation so what I usually do there is that I use like this dot slide like command and I specify which is my data and background we can add some opacity if we want but using a data background opacity so I use like here zero five but you can have like more or less so zero eight zero one so you can really play with that let's go back to five an important thing also we can do with reveal.js is export as PDF so this we can do only when we're slide mode so let me show you that to you and here when we're in slide mode if you scroll down we can see some links like we can see that okay I made some change like a few seconds ago I can see that NFCore is owning this node because of course I made this node in the NFCore organization I can edit back the node or I can also print the node so if I print it okay so it's going like to try to print the everything as it is and what we want actually is to print everything as a PDF so I'm printing to file as a PDF and okay and it's printing so I should have my file saved like on my side and basically it's kind of like efficient because you really get like one page per slide I've noticed like from time to time some issue mainly like if you have like pictures like here that are like way too big so from that case I would recommend like to go back and forth in between from like what you have on your screen and what you have like in your PDF and try to scale down your picture or make like have your picture of the next page or stuff like that but apart from that it should work like fairly well most of the issues that can happen like in this case is that because you're not following the proper syntax what we can do more with HackMD you can include your own like CSS slide so your own CSS style so this is what I did here and I'm guessing this is what is causing me like the kind of issues that I had there I just have been trying that out like yesterday and yes yesterday I didn't have this kind of issue so I don't know where it's coming so I will have a more look into that but basically what you're doing is just like saying that okay I want HackMD to include like this CSS this file from like ID and this part is exactly like correspond to like a document there so this is fairly like good and you can also use that to include like a slide deck for example like what I'm doing here in this presentation I'm including the last slide deck and what's in doing if I go like on the page for this slide I can see directly like what is linked here but definitely I can see here this is like my own like review.js style and okay I have like all my style like into like an HTML like tags and all of the CSS that correspond to this slide which could like help you what I really oh sorry what I really like about like doing that is like you can add like your own custom stuff and what I like about doing that is adding like a multi column possibility and that helped me like using like div within like I'm using divs within like a div multicolon to present like different like here I'm just presenting like three lists into like three columns and that's all you could really like do whatever you whatever you want then I have like some more tips when in doubt like if you have like any issue don't hesitate to add like more break line I've noticed that it's something that works a lot in my case because I noticed that reveal.js and I can be like the combination between the two is very very like dependent on the break line and the syntax and it expects you like to follow like the proper syntax and sometimes it's not working very well if something is not working like reload or relaunch if you can you can also like you didn't mark down if you're like if you're thinking that something is not working printing works like much better when you're using Chrome and also following the proper syntax the less HTML the better as well I think the div works well but apart from that I'm not sure I think I noticed some issue with tables and stuff like that so it's something that that you really like need to look for it oh and also what you can do in reveal.js you can set up your username so here in my case my username is maxulis and that leaks me direct me like to myself otherwise if you're not used if you're if you haven't set up like your own username you will have like a like something like that which is more or less like ununderstandable and as I explained you can also link like directly like another slide which is what I did just here so I think I'm good for questions so I can like open everything. Thank you. Now anyone who wants to ask a question can do so I enabled you to unmute yourself are there any questions from the audience I had a question is it possible to add like video files to reveal.js syntax yes definitely reveal.js is basically just like it's just HTML that is presented within.js so you can link youtube stuff I don't do that often because most of the time I'm assuming like a presentation should be like shared easily like in in other settings so I usually don't like like to include videos but you can do that I think I did that like in previous like presentation I think like other people have done that definitely I think if you have a look at all of our presentation on NFCore you will find like some that link videos. Okay thanks. Are there any more questions? I will not include the CSS anymore in the stuff that was like super convenient because you don't need like to have your own style but yes it's or maybe I will try like to figure out what is unreliable. Maybe a question from my side or clarification this is free software right? Yes definitely this is free tool I think like we have something like because we have an organization so we might have something there oh yes we have a team plan I have no idea what it is there like for NFCore but we have a team plan there but if you would want to use it privately or oh yes you can use it privately like I use it privately as well where I have like yes I'm making like my own list of book to read or that I will share with friends so yes you can make your own stuff like exactly I use it like I have like a couple of presentation as well and yes you can have your own workspace and have like everything you can have like private not and public not so yes you can do some stuff perfect thank you and there is also a link from James which explains the difference I guess between free and paid version of HackMD so that's good because yes I had definitely like no idea what is the difference between the two of them okay cool thank you very much are there any more questions it doesn't seem so then I would like to thank Maxime again for the nice talk today and all of you for listening and of course as usual the John Zuckerberg initiative for funding our Bitesize talks thank you very much thank you


Welcome back to itw extra powered by jsa. We are here live at itw 2023 and national harbour. This is day three of our broadcast our final day We still have some exciting interviews for you and joining me live on the expo fuller is ed galvin He is the ceo of dc bite ed welcome to itw extra powered by jsa. Thank you very much good to be here Yes, it's great to see you here. I know you were just at data cloud in monaco not too long ago Now we're here at itw So you're enjoying the show so far. I mean it's it it gets bigger and bolder every year, doesn't it? It does. It's fantastic. I what it's it's we're in an industry which is is is evolving so quickly And being able to not just look at our own particular area, which is the data centerfront But looking at how it interfaces with the the network with the telco side. Yeah, it's fantastic Yeah, it's been a fantastic show one of the biggest itws to date um, and you know I've been hearing a lot and peeking around on your website about how dc bite demystifies Uh, the data center industry Why don't you talk to us a little bit about that particularly? I found this quote when we first came on the scene obtaining accurate industry information Was virtually impossible Can you dive a little bit deeper into that for us? Yeah, I mean look it was Yeah, the industry has grown incredibly quickly and so fast, you know eight years ago We were talking about people barely acknowledging the existence of their facilities. They felt that secrecy was the first line of defense for for for their operations And you know like it or not there is we're in a situation now where Uh, digital infrastructure data centers, they are in the limelight and With dc bite what we've tried to do is to Help the industry, you know surface out understand that we are now a established industry and It's healthy. It's more productive in the long run for us to be able to Organize view And and rationalize the industry otherwise It's always going to be something which has a lot of mystery and opaqueness and making you know from our side making Any any sort of decisions that are made from a less informed position are always going to be worse decisions well I mean you talked a lot about the growth rate of the industry and we've seen it like you said over the last day years just completely come to the forefront and It's going to only continue to grow right so we've been hearing a lot about that here on the floor Why don't you talk to us a little bit about how dc bite? Is taking those insights and that growth and how are you bringing that to market? I mean the first thing that you got to do in this industry because it's growing everywhere is to be everywhere There's no substitute for that. So we can't We're a london-based firm, but we can't do global You know we can't do global research from just from london So it's it's getting people in every country getting the right languages the right cultural skills Being persistent not just looking at what's there right now, but it's also looking at what's coming up in the future there is a Because of the way that the industry is evolving. It's not having any prior assumptions It's very easy to uh, shall we say get the you know get the uh the the the data to fit the model and that's uh in an industry which is You're quintupling in size every every five years. That is a risky business to go by Yeah, it is and you know you just mentioned you are a global company I'm expanding rapidly uh in your own right and there's thousands and thousands of data centers now across the world So how are you working to gather and compare this data? across all these key markets Regardless of location Uh, a lot of it is is working through a lot of shoe leather these days. Uh it's it's funny, um companies will say one thing and uh, there may be a a slight variation on what's going on in reality So it's it's multi-layered. It's as much about looking at You know building those relationships around the world making sure that we become seen as that trusted partner for them But it's equally getting on the ground It's looking at these sites looking and visiting the the tier two the tier three markets as much as your visit You know visiting the the the tier one markets. Uh, you can't just uh, you you can't just rely on Looking at those core one, you know tier one markets and then assuming that that everything else Uh, you know doesn't need to have the same level of scrutiny. Yeah, so true I mean the tier two and tier three markets are Definitely exploding and showing a lot of growth as well. Is that what you're seeing? Oh god. Yeah. Yeah, and and in fact, it's it's it's even more than that when you look at, uh Where the the highest returns are to be found It's it's not in you know building another data center in ashburn or or london It's going into those markets where there isn't that established player where you are Ultimately solving problems for the hyperscalers. Yeah, they they want to get into these big markets and sorry into these these Markets with a lot of opportunity But at the same time you want to be making sure that you're you're able to to solve those problems for them because They can't go in there. They don't know anything about those about those markets already and that's what your research provides. Correct. Yeah Great So all this talk about what you do what dc bike does Can you share any insights in particular? We talked a little bit about tier one There's you two three markets, but let's get a little bit more geographically Specific here, right? So what does it look like for the u.s. Market compared to Where you where you're based in london and imia and apac and you know We're hearing a lot about these markets. They're emerging. They're exploding. Why don't you give us some key insights there? Sure. Yeah, so The u.s. Is a north america is a huge domestic market There is a lot of opportunity And that can be a blessing and it can be a curse because what it means is that because there's such a lot of opportunity to be exploited within within north america it means that Comparatively it's much harder when you go outside of north america and going into europe and asia where Everything is done a little bit differently Where there may be Ways of thinking ways of doing business that are not quite not quite the same And for us, it's it's been a it's been a learning curve. Amir and apac are intrinsically Already very international markets. There's a lot of u.s. Companies who have Have come to europe and asia america and apac But we haven't seen that going the other way So For me it's been fascinating seeing this entire Enormous industry this enormous market and seeing that there is a different way of of doing these things So, uh, it's it's it's been great, but uh, it's it's like, uh, it's like Uh a very large significant learning curve compared to just viewing it as another region like when we first went into middle east When we first went into southeast asia, for example, it's definitely not just any other region for sure It is it's it's we almost we almost carve up the world into When we talk about apac really it's apac without china And I think when we're talking about the americas, it's the it's it's the americas almost without North america, you know in terms of how how different each of those markets are So true totally different and thank you for doing all that you do to Help data centers and the industry learn and gain insight into these markets It's critically important, especially as the industry Continues to explode and grow. Yeah. Is there anything else that you wanted to add today? No, it's uh, I just want to thank everyone who has taken the time to uh to to meet with us on the trip. Um, we We're we're in learning mode right now. Um, we've completed our first Uh, our first review of of the the americas markets That's the not just the tier one markets for the tier two and tier three markets, but we're very much Coming to uh, coming to the region in in learning mode Open to suggestions opportunities anything like that that that we can help with So yeah, um get in touch And how can viewers get in touch? Well We're very active on social media. So you'll see a lot of Uh market spotlights and little information pits of uh, you know Good insights that we can provide on things like linked in in particular Um, but reach out to us directly come on to our website. Um It's an open door. You know, we're we're we're here to talk and uh, And discuss your your challenges and and how we might be able to help and the website is dcbite.com dcbite.com edits bites with a bites with a y Bites with a y b y t e Yeah, uh, and it's been such a pleasure Having you here on itw extra powered by jsa Thanks for all you do for our industry and all the great insights and research Uh that you are providing And thank you viewers for tuning in to another episode of itw extra powered by jsa live from itw 20 23 happy networking


In February 2007, a diversity of 27 key interagency individuals, all highly familiar with High Reliability Organizing, HRO, participated in the Advanced HRO Seminar. Sponsored by the Wildland Fire Lessons Learn Center, the seminar's objective, to provide a deeper understanding of how to apply HRO principles, to promote ideas on how to best teach these HRO principles, and to help build wildland fire programs that consistently achieve their fire management objectives safely and effectively. Starting in 2004, the Wildland Fire Lessons Learn Center has sponsored three national managing the unexpected workshops on High Reliability Organizing. These sessions were all based on the principles of HRO developed by the two international experts, authors Dr. Carl Weich and Dr. Kathleen Sutcliffe of the University of Michigan's Ross School of Business. More than 300 people have attended these HRO workshops.  The 27 participants at the Advanced HRO Seminar worked intensively with special guests, Professor Weich and Sutcliffe to determine the best way to apply HRO to actual work practices. As you will see, the seminar's overall goal was to help the wildland fire community teach and explain to spread the good word about HRO principles and mindfulness. If you had to say what's this, it's all this managing the unexpected stuff about, it has a strong piece of interpretation in it. By which we mean a lot of what goes on is the kind of labels that you put on top of something, what your biases are to see something happening. It's a lot about how you make sense out of situations. It has a lot of thinking kinds of processes in it, more so than a lot of people are comfortable with. There's action in there, but you need to be clear on how that works. We're interested especially in updating by which, and I think this would be an important thing when you're training trainers or when you're talking to anybody, one of the things that's really striking is that people differ in how frequently they say, let's take another look at this, where's the fire now, where's the crew now, how are our resources and so forth. Do we need to change the way that we're going at this thing? Some people do that on a rolling basis, keep doing it. Managing the unexpected for us would be making sense out of the unexpected. It has that further piece in it that says you got to see early things that are not quite the way you thought they were going to be because those may be signals or clues that things are starting to turn sour and that several different things are likely to fall out. So if you want to influence people, what you want to do is back it up and say, how are they framing this? How are they putting a label on this thing? Why did they notice this? Why did they have a blind spot for that? Why did they miss this particular clue? And once you get a sense of how that works, then you're likely to take appropriate action, make appropriate kind of decisions because you say, if somebody is in this kind of a situation, then they should do this. We should pull back, we should regroup, we should dig a line there and so forth. Fire seems to us an ideal situation because it is dynamic, it is active. All of the kinds of plans that you set in tend to get undermined by, quote, unexpected wind events and other sorts of things that sort of cover a multitude of sins. And that's fine. You say, whoops, I got that one wrong. There has been quite a bit of research recently on updating and it really floored me because I had assumed that if you simply say to people, look, you've got a picture of the situation. Is it still current? Is it still working? Is it still accurate? Recent research has suggested that most people update within a framework. They don't break out of a framework when they do their updating. And this is important for all of us because one of the populations that is poorest in updating outside of the framework are anesthetists who work during surgery. Things start to go wrong with a patient and once they see or once they label what they think is wrong with a person, they are really stuck trying to find things within that boundary that fit that initial impression. So yes, they update, but it's remarkable how narrow the updating is that's going along. They don't back out and say it could be a whole different kind of problem than what I'm looking at. So it is not enough to sit down and say, boy, you're home free on managing the unexpected if you just take stock more frequently. That's a first step. But you've got to then be sure that they're not stuck inside of a fairly narrow definition of what's unfolding and are looking at a wider variety of possibilities. And that's where listening to other people in a crew who may see it different. That's where rookies are sometimes helpful in the sense that they don't see it the way the veterans do. And they may notice something that the vets missed. And so you don't say, you know, you're green behind the ears and I don't want to pay any kind of attention to you because once you're seasoned then you'll be valuable to the crew. Probably true in some ways, but in other ways they may just be picking up stuff that you're missing that would help you pull out and do a richer kind of update than you did otherwise. One of the things that we want to keep our eye on is that, yes, you can talk about changing people's attitudes and then they're going to behave differently, but a lot of the stuff that we've been talking about has got that thing running the other way. And we want to think about doing an after-action review. You do it, you don't know why you do it, you're supposed to do it. People say it's a good thing to do it, but you go through those kind of motions. And then what happens after the fact is you start to develop some kinds of preferences for this, some kinds of views that it's instrumental or that it's helpful to do other kinds of things.  But you don't just sit there and lean on people and say, do it, do it, do it. They just go through the motions of doing it and after a while they say, hey, this produces some things, I want to do more of this. So when we keep talking about how does this stuff issue in concrete things like how you get out of camp, how you do a briefing, how you do an after-action review, how you do a chainsaw after-action review, all of those kind of things, that's the specific kind of action that we're really interested in, not something in the abstract. So that's why it's really important that you talk about what you do, and then we can say are there ways in which principles about simplification or failure or whatever it is can be woven even more into that. Remember that we've got this separation where these five things, in the first edition, it's muddy in the sense that we talk about high reliability processes. And this time around it's clear that we're talking about five kind of principles that you want to have in mind as guides to things you might do differently day to day. That's where the practices things come in. So what it is that you run into on a day-by-day basis, you ask the kind of question that says if I took seriously the idea of trying to get up front with anticipating mistakes I don't want to make, or if I wanted to be aware of where I'm oversimplifying things, I would hold one more meeting or one less meeting, or I'd go up one level or I'd go down one level or I'd stay one hour longer or get out of there one hour earlier, or some kind of really nuts and bolts things in terms of your own kind of practices that would translate some of those principles into place. I am really focused on the practical application in a resistant culture. I find myself in the situation where if it wasn't somebody's idea, they didn't want to buy into it, and I don't, I hate to use the word buy-in. It's how do we get them to come on through dialogue. So that's what I'm dealing with and expanding it beyond fire. I'm responsible for fire, safety, law enforcement, all of those things in my region. And after participating and facilitating in Santa Fe, wanting to really look at it in our other operations, I'm also looking at how to blend the academic and the practitioner side of me. So how do we blend that? How do we, when we have those dialogues not sound like, you know, sound like, I want to sound like I'm, you know, in the field still, and how do we have those conversations without elevating it to the point where we totally lose them? Like you said, we get the blind look. And then what's the communication strategy? How do we develop how we're going to present it? How do I work with those people to bring them into the blends? I do a lot of teaching where I'm from. And one of the things that I keep telling our folks are that we don't manage fire. We manage people. And I see the book and the lessons that I've picked up so far from talking to folks. I see this as all about people and working with people and how to interact in a better way. It's also about, to me, it's about how to think without the shades or the lenses or whatever that made you see things certain ways before to be able to go for clear think or for a clear view of what the situation is as opposed to being led by your experiences in the past towards not seeing something. Tomorrow I'm going to be teaching Humboldt to Abbey line officers through some scenarios dealing with wildland fire use. And Dave introduced me to HRO years ago. Honestly, I'm starting to dislike the acronym HRO because it gets, I think, Paul said it, it hung up on terminology. So tomorrow what I'm going to try to do is incorporate some of these practices, you know, sensitivity to operations without ever saying the words. But at the end, you know, kind of, as I tell other folks, I slide the book across the table. I mentioned kind of, you know, HRO stuff. You might want to take a look at that. But instead of making it some sort of formal deal. But the challenge is, and the thing that has bothered me for a long time, is how do we improve our thinking ability to think about unexpected events, prepare for them to be ready to do those without a cookbook. So the HRO cookbook, I stay away from that. Sometimes I hear myself saying HRO or, you know, sensitivity operations, difference to expertise, blah, blah, blah. I see the volume go down, the shades go down. It's like, no, no, no. That's not what I'm trying to convey. What I'm trying to convey is a way to think logically about dealing with unexpected events. And I heard that across all the tables. How do we do that? Use Brett Faye's comment about being hung up on the terminology and wanting to talk about these practices without saying the words exactly. And I think that's really an important point to keep in mind. But one of the things that is fascinating, if you watch people who are really good interventionists, people who would be counselors, people who would work with other people, one of the things that's striking is that the frameworks that drive them never show up in the interviews. To give a far-fetched, it's true, but to give a far-of-field example, if you look at Sigmund Freud, for example, and how he actually conducted sessions, you never once hear all of that esoteric ids and super egos and inferiority complex and all that kind of terminology never, never shows up in any of that kind of conversation. Those concepts are running around in his head and he's mapping those on to what he's hearing or what people are doing, but that's as far as it goes. He doesn't train them in that particular terminology. It just helps him keep track of what's going on. I simply want to underscore the point that Brett made so that you don't say, I'm going to teach you about commitment to resilience today. Rather, I think what you want to do or what we want to try to have in mind is in some ways what Melinda was talking about, because the interesting thing that she made several points, but one of the interesting things that you said was a lot of the crews are already doing it without knowing that's what it is specifically that they're doing. Now if you're sort of coding that in your own mind, then you can say let's do this more often, let's do more of this, and you can use whatever language fits the crew. You don't have to use this kind of technical language to get on top of that. So I want to be sure that we're comfortable with the terminology and that we've got some ideas only because it sort of helps us keep track of stages in a process or things that we want to do. But I don't necessarily want people to have to use that terminology or feel it's one more terminology. And as Jim said, the burdensome of the list that you guys are carrying around in your heads and adding to is just overwhelming, and I don't know how I'd thread through that kind of stuff either. And I'd see HRO as one more pain in the a**hole. We've already got enough lists and now here comes five more of this. What this would mean was I have to do the other ones. We'll talk around those kinds of issues as we go along. But let's, in a way, use the terminology so that we can be clear what we're looking for in other people, but how we label it, what we spot, how we describe it to them, what we single out, we use the language that makes sense in those kind of settings. And we don't try to teach them an alien terminology, which, in a way, calls the attention to itself rather than to the kinds of things that are going on. People are using these labels, but they don't have a rich enough understanding or description in their heads to really kind of understand what they mean. And I think that's where the issue comes in, is that the labels, if people have a really rich understanding of the concept and what we're trying to get at, then you can use that shorthand label to kind of talk among people. But if you don't have that, then it's a meaningless label in a way. I mean, it does give you a language and there are many examples of organizations, for example, that have adopted particular movements. And I'm thinking about the quality movement, and I'm thinking about IBM, no, it was at Xerox, and it was Xerox Park in their research arm of Xerox. And they did a whole bunch of workshops, so everybody in the organization knew what the language was of this particular quality movement that they were rolling out, and it was really important because it did give them a way of talking about it, and they did a lot of training of people, so they really knew what was underneath the label. Let me just add to that that I would do probably precisely what Brett said he's going to do tomorrow, which is talk about things in their language, and near the end say, notice the kind of mapping that we've been talking about, five themes or five kind of principles. And then you may want to come back the next day and say, okay, did those five principles cover most of the things that we had talked about during the day, or did we leave some stuff out? Do we need a sixth principle, or is there a different set of principles that would work better? But I think, Ann, if you start out with the kinds of things that are meaningful for them, then you put the labels on, then you ask the question, what's the goodness of fit? Does it fit pretty well? Does it not fit well? If it fits pretty good, why not use the shorthand labels? But let's be really careful that we don't sweep too much under there and lose some of the things that make us a really terrific crew or a team that's working well in the field. And I really got kind of enthralled with the whole idea of intuitive decision-making, recognition, prime decision-making, to use the labels. And it was interesting to listen to you just now that you never used those, and it kind of goes back to the discussion of high reliability organizing and what breads want to do tomorrow and not using the term, but getting the point across. But it made me kind of think about where we are as an organization with decision-making and have we really pursued that. And I think we have, actually, to a large extent. And Emily has been gracious enough to host a couple of cadres and develop a cadre in the southwest to teach tactical decision-making through the use of sand table exercises that's come back into vogue after a little bit of a hiatus. But I think that's been successful and somewhat under the radar because it's been at the field level. And we've hit those single-digit GS folks pretty hard and got them to buy in. But I think what we've focused on with our work with tactical decision-making has been not getting the right decision because there's not necessarily such a thing, but really using that as an opportunity to talk about why you made the decision. And really bringing out the thought process behind. And this strikes me, actually, as a great opportunity that we can start incorporating some of the more of the principles of HRO into those decision-making games into the discussion without people ever reading it. If you think about it, it's impossible not to be doing something at all about failure, simplification, operations, resilience, and expertise. If you think of the opposite of each one of those, you're preoccupied with failure. Think of it as a dimension and at the other end is success. Now this individual who says, in essence, I'm doing fine without it, is doing something with that evaluative dimension. Paying attention to failure, paying attention to mixes of failure and success, paying attention to his successes, but that whole dimension has not simply dropped out of his existence. Same thing is true for simplification. Person may be saying, keep it simple, stupid, I don't need this kind of complexity, may be trying to put more differentiation and more complexity in there, but is doing some kind of differentiation or lumping to pick up Mike's phrase, lumping or splitting things. So the person is not simply indifferent to all of this HRO stuff. There's somewhere along the line there and what we've been saying is you want to inch them in one direction or move it along in one direction because it seems associated with more reliable and resilient kind of performance. You can think of the other three as dimensions. Think about fine, we've got operations anchored at the other end with planning and strategy. Somewhere along in there this individual is who says I don't need it. Somewhere along the dimension of resilience anchored at the other end by anticipation is this individual. I'm going to think my way through in advance and try to figure out every single thing that's going to happen and be prepared for it, or says I want to cultivate the kinds of resourcefulness that we have in this group. I want to know what kind of resources I've got in this group and I trust that we'll do something adaptive in the moment when something surprising turns up. Those are different kind of commitments. We've got three hours, we're going to spend three hours planning and anticipating. We're going to plan, spend three hours assessing what we're good at, what we know as individuals, how we could recombine some of that stuff. Those are very different ways to spend that three hours. I'll split it half and half if you want. The last dimension that this individual ranges somewhere on is that this individual defers either to experts or to authorities, to people higher in the hierarchy. When the individual says, I'm doing fine without it, that's nonsense because what they're doing is something about success, failure, something about the dimension of simplification complexity, something along the dimensions of operation strategies, something along the dimension of anticipation, resilience, and something along the dimension of expertise and authority. When you're asking yourself the question, where does this stuff apply? It's already applying in the sense that there's somewhere along those kind of dimensions. When David was talking about the biannual or two times a year operations meetings, he said we talk about behaviors we want to sustain and behaviors we want to remove or delete. And you remember, we ask him or I ask him the question, can you give me an example of each? And you remember there's a long pause in there and David's sitting there saying, God, I can't remember one and I'm trying and I'm trying. And then he came up with this really good one involving ignition and holding crews getting out of synchrony with one another. Point is that it's the very behavior that he worked on or the fact of a behavior that he worked on and came up with where we want you to be focusing your attention when Kathleen keeps banging on you to think about the recurring behaviors, think about how this stuff happens locally. I think that's pretty much what she means and the fact that it's tough to come up with that or you say they don't mean something that simple, do they? We do. And David hung in there with us and said, okay, this may not be much of an example. It was a great example and that's right where you've been talking at different times intermittently around the morning and that's where the question is, when those two get out of synchrony, are you sensitive enough to operations to pull that together? Are there any mechanisms that when they really start to get unsynchronized, they in the moment can bounce back and get back into synchrony or is there no way or no experience base for them to do that? And if you make a remedy to try to pull those two things back together, then you're working at that level and then that can spread out so that other relationships between the ignition and the holding team or the firing team in general or whatever may well start to develop as a consequence. So I think that's just a good microcosm both of what we have in mind when we talk about converting principles into locally meaningful practices. So I simply wanted to underscore that point plus the fact that that's just a good illustration of it. In my past, we have tried to introduce HRO principles to people that I've worked with and I used a couple of examples when I worked on the Malheur National Forest in the late 90s. I worked on a repel crew and I was also the forest lead fire refresher instructor and I was fortunate to have a fire staff that was a real progressive guy, very interested in HRO as well and gave me the latitude to teach basic HRO principles at fire refresher training for the entire forest for four years and then for the repel crew I worked on. And I describe some of the processes we used within our own crew to create mindfulness and sensitivity to operations and one of the things that we stress very hard on the crew I worked on was that no matter your position on the crew you may be the one that notices something important and it's important that you feel comfortable bringing up things that you are uncertain about or you're uncomfortable about and that we all have a responsibility to look out for each other's safety. And so we use an example of if you see something important going on and you don't report it you may create a larger problem later by not reporting that. So it was part honesty and part, I guess, buying into this group ethic that we looked out for each other we were mindful of what was going on and when a person was uncertain of a situation they would try to migrate that decision or decision point to somebody that maybe had a little better understanding. You know I can tell from my perspective of doing fire refreshers I felt that there was always a fairly small percentage of people probably less than 10% that really liked it and grasped on to it right away and wanted to read the book and all the rest of it there's probably about 50% that were somewhat indifferent there were a smaller percentage that were somewhat resistant and then there was a group that seemed to be really resistant to it that you know I don't want to hear this touchy-feely crap you're wasting my time but I think overall we had a pretty good success because when I went back on the forest last year they're still talking the talk they still are it's continuing on that there's people that feel it's important to continue to stress the kind of things that we're talking about resiliency, mindfulness, sensitivity to operations and all the rest and are using the terminology many of them have many of my former coworkers read the book and became advocates as well so how did you initially get people to start paying attention to it? well initially in the fire refresher training that was where we first started and I used some examples the aircraft carrier example I thought was one that resonated well with our group because of the danger level involved and the teamwork and all the rest of it and beyond that we also tied it into CRM principles you know at that time CRM was just starting to get on our radar and so we also you know discussed it in light of CRM also embraces that same communicative environment where people can feel free to self-report errors and that sort of thing so again the CRM stuff I mean you tied it with that but that was in formal training sessions or I mean the question is how did it diffuse and it was mostly through the fire refresher courses yeah and you know the way I conducted my refreshers was fairly interactive we would have you know talk about a subject and then have group discussion or you know we did sand table exercises and other things as well but you know for this portion it was essentially a power point that I put together on my own and then we had group discussion afterward we spent a lot of time talking about terminology and train the trainer and you know starting from some of the comments that Brett said yesterday you know how do we really go into this do we you know back into it with agency terminology and that way or do we come in right with the with the principles I made you know just some general thought about depending on what you're you know we always talk to our audience and start where they're at maybe the upper graded ones we start with the principles in the book and the ones who are really on the field start in with the back end so that's one concept we talked a lot about the role of the learning center and how they can you know you talked about the example file maybe they create a teaching file it's in one location and the train the trainers can keep putting examples you know there's one page here success here's what happened here's what worked what didn't so that we all have access to that and then a lot of dialogue around modeling the HRO principles and not just necessarily talking the terminology all the time but really what is what does it look like to people I had some examples started out what not to do and eventually worked its way into what I consider at least to be the start of a success and that was at Mount Rainier we had a helicopter crash in 03 a year before the MTU and Santa Fe I might add I'll just clarify that at the time I was going to school I thought I knew the answer to almost everything and my staff considered themselves lab rats so anything that I would bring into the workplace they were like okay what book are you reading this week and you know what checklist so it was learning really quickly what not to do and so basically I just quit saying anything in a way so during the helicopter crash there were a lot of issues going on with OAS and our aviation management at the park some good mostly not so good so we were really under the microscope and then we crashed a helicopter which is a really bad place to be and I know some of you are on the table going yeah we know after the crash there were a lot of things that led up to the crash itself and if we had stopped and recognized any one of those small things the helicopter wouldn't have crashed but yet we didn't there were some egos involved there were some different intentions involved after the helicopter crash there was a lot of lack of respectful interaction going on all the way around the investigation didn't help matters in effect created even more issues so after that occurred then we created all these checklists to ensure that quality assurance was at the hella base up to the incident command post they had to sign it then we had to sign it and in that way we know that everything was taken care of I'm sure you guys know what happened there the trust just went this way the communication went that way as well then I went to the MTU in Santa Fe and a little further in my studies and understood what I didn't know so then I came back and got rid of the checklist that wasn't in fact our aviation program was actually going downhill instead so we started having more meetings and working with people I was working off the audit checklists that are in the book and I was just rephrasing the questions to the aviation staff from those checklists and just asking general questions and it got to the point where we had removed ourselves enough away from the incident we were out away from the microscope and we started asking ourselves a week before the incident what could have we done different that would have led to this up to the day of the incident two hours before the crash what could we have done different and the dialogue actually started then they think the pressure was off and I think my terminology was different I don't think my intention was different but I think how I was approaching it was a lot different so what happened is they started seeing the smaller things as well and I started seeing things from their perspective more I was the one who took the hit for the agency because that was my role but there were things that I was sometimes when the focus is on us we don't see things very clearly sometimes so their use of terms and explanations allowed me to start to see things a lot more clearly so the communication started happening the trust started coming a little bit together but what happened is that six degrees of separation with that aviation workgroup I saw they're just not responsible for aviation they're members of the trail crew they're members of maintenance all around the park and what we saw is that they were taking those concepts that we were talking in these new aviation meetings out into the other places that they worked we had an issue with the trail crew with a lot of blown down trees and we were out there deciding how we were going to manage a huge safety issue and one of the trail crew members who was at the helibase that day said well what could go wrong with this if we're going to go here we're going to use the chainsaws we're in wilderness how are we going to manage all this what can go wrong in this situation and I just stood there and smiled because it was finally we're starting we're trying to pick out those small things but it was a huge learning curve and I did more things wrong than I did right throughout the entire thing but it's just I didn't use the terminology but I used the concepts and my boss and what Dave said earlier you don't have to always brief him but if you're a good manager I think good management leadership are the concepts in here and my boss said what's different now units working well what's different than when you first came in what do you do when differently and then I can pick out the concepts but it's not preoccupation with failure it is a teniveness to the small things just using our agency language to me that's one example of what started out not so good and then slowly working away and it was not easy because my staff was looking at me like okay you're going to throw another book at us and I had to really pull back because it's easy to get into that one you know it's the flavor of the week and you've got to be really careful and so I did some wrong things but I think in the end you know it's a better unit all the way around because of these concepts but they can't tell you that's what it is they still don't know several epiphanies here in the last couple of days and one of them has been that I think that carries that carries through to how you teach people you teach people by showing them where behavior exists talking about that behavior eventually leading them to what principle they're looking at eventually leading them to terminology where before yesterday I would have approached it from a completely opposite perspective and would have taught people the principle first and then worked down to where they could apply it in their daily lives I think this is a really great thing how much just how deep your knowledge is of these ideas and that we did start talking practice right away and I thought that was really cool and it was very surprising to me because I hadn't expected that it would go that way so clearly you really have a great understanding the people in this room do and you have a tremendous amount of resources that you can draw on so I think that's really cool one thing that I noticed is that in a way that you talk about practices a little differently than the way executives talk about practices and I can't quite articulate it but it's cool and I just really gained a lot this was a very energizing couple of days for me I've learned a tremendous amount and it's always a pleasure to be with all of you I guess the only other observation was I really think you know about everything I know now I'm serious I can't think of a thing that's been held back or that I know that you don't know so in the sense of of engagement or in the sense of just trying to match the kind of questions that you've got or the discussions point you've got with some kind of information I'm not capable to do much more than we've done today this sets a really tough benchmark for me on subsequent kind of occasions I'm going up shortly and I just think I'm going to have to those are going to be disappointments thanks to you guys


Hi everyone. Thanks for joining us tonight. One person is in custody at this hour after Beltrami County Sheriff's investigators located what they believe to be human remains in Eccles Township just west of Bemidji. The early stages of the investigation have led investigators to believe the remains of at least one person have been located. Beltrami County Sheriff Ernie Beidel says in a press release that there's no threat to the public and that a person of interest has been arrested. That person has not been identified. Beltrami County Sheriff's Department investigators and BCA agents are currently investigating at what they believe is a crime scene. The identity of the victim has not been confirmed. If you enjoyed this segment of Lakeland news, please consider making a tax deductible contribution to Lakeland PBS.


Medics live and breathe medicine 24 seven. Now, honestly, in my experience, I have found this to be kind of true. Generally, when I'm hanging out with medics, even outside of a medicine context, we tend to talk about things that we did in the hospital, things that are coming up for us, whether that's about exams or assignments or applications.  I think it's only natural because such a big part of our life is dedicated towards medicine. But as with everything else, it's really important to find that balance and make sure that you have other interesting things to talk about and other interesting things to do so that your whole life doesn't become medicine 99% of the day. Honestly, most people in medical school are full on humans with full on personalities, interests and passion products outside of medicine. It's only a small group of students who do absolutely nothing but study all day and think about eat, breathe and live medicine.


Now we're going to show a couple of examples of perinode syndrome, which is the dorsal midbrain syndrome. Here we're asking the patient to gaze laterally. Lateral eye movements seem full. Fairly smooth as well. Rapid refixation saccades appear normal. Now we're asking the patient to look upward. Notice that saccades in the up direction are certainly impaired and in fact you can see some convergence, retraction, and stagmus. This is the other component of perinode syndrome. Vertical gaze palsies, convergence, retraction, and stagmus, light near dissociation, Collier sign, those are common features of the dorsal midbrain syndrome. The differential is somewhat age dependent. In younger patients, multiple sclerosis, encephalitis, those should be disorders that you should think of. In older patients, vascular disease becomes much more prominent. The lights are off and what you can see is that there is some response to light reaction with these eyes, although not particularly brisk. There again, we're really flooding that eye and it really doesn't react well. Now we're asking the patient to evoke the near response to see how the patient reacts to near stimulation. We're asking the patient to follow the target up and there's certainly an impaired upward pursuit. In superimposed, you can see these convergence, retraction, and stagmus. Here's another example of a perinode's or dorsal midbrain syndrome. Patients being asked to follow the target upward and I think that you can see pursuit is impaired. Not as bad in the downward direction. Certainly abnormal in the upward direction. But as you can see, horizontal movements are spared. Those functions are subserved predominantly from pontine structures. Now look at this. Regular, ocular stimulation, you can see that vertical gaze is much more normal.