This time, I'm going to work backwards. We're going to start with some numbers in sign and magnitude format, and we'll convert them into regular decimal numbers. Our first number is 0023. So in binary, this looks like this. Our leading bit is a sign bit. And in this case, it's telling us we have a positive number. The remaining bits are telling us about the magnitude of the number. So in this case, I have 32 plus 2 plus 1 is 35. So this is positive 35 in base 10. The second number is 803a. So if I write that in binary, there's 803a. Our first bit again is a sign bit. And since it's 1, this time this is a negative number. Then I just need to know what magnitude of my number is. I have 32 plus 16 gives me 48. 48 plus 10 will give me 58. So this is negative 58 in decimal. The third number is 17, which looks like that in binary. And the leading 0 means it's a positive number. So I just need to add 16 plus 4 plus 2 plus 1, which gives me 23. Our last example is 802c. The leading 1 means that we have a negative number. And then I have 32 plus 8 gives me 40 plus 4 gives me 44. So this number is negative 44 in decimal.


By popular demand I have decided to bring back the voice message segment So a couple of years ago we used to do this on a weekly basis where I would listen to some of your voice messages and Respond accordingly although this time I am choosing to limit it to Patreon patrons because first of all that is going to make it so I'm not as overwhelmed and I don't receive dozens of messages every Single week so that filter is necessary and on top of that I genuinely want to hear from people who support the show the most Because I think that you are the most engaged with politics if you can't support the show But nonetheless we could open this up in the future to more people But for now this is just going to be an extra patreon perk where if you are a patreon patron of the humanist report You could submit a voicemail and I may listen to it on the show and Respond so this week we have a message from Brian aka PyDysliker who's going to ask us about a potential running mate for Bernie Sanders Hey, Mike. I just wanted to get an idea of your thoughts of Pramila Jayapal potentially being Bernie's VP Canada I know that she's been a huge advocate for Medicare for all someone argued that her plan is much more progressive as She's offering a two-year plan as opposed to Bernie Sanders four-year plan But beyond that she advocated for the minimum wage being raised at $15 an hour in Seattle and She endorsed him in 2016 so What are your thoughts on Pramila Jayapal because I know that she doesn't get a lot of attention With comparison to some of the other progressive Activists and government officials out there. Thanks Thank you so much for the message Brian Yeah, that's really a great question and Pramila Jayapal who was someone who I've had at the top of my list for quite some time But unfortunately, there's one issue that would limit her from being the VP or president She was born in India So you cannot assume the office of the presidency if you were not born in the United States So that's an issue and I really don't like this I think that that law or that part of the Constitution is antiquated I think that we should update it because being American doesn't just mean that you're born in the US It means that you are an American. You're here. You're living here. You're part of society You contribute to the economy and you can't argue that someone like Pramila Jayapal doesn't contribute to American society So I think that that's something that should be updated Although I will say that that provision to the US Constitution did prevent Arnold Schwarzenegger from becoming president because he did want to run but he couldn't because he's not a natural born citizen and The sad thing is that he probably would win because in America. We just worship anyone who's a celebrity I mean Donald Trump is president So we do need to change that especially You know if we want to elect more progressives because a lot of people who are progressive who are in power currently are Immigrants and I think that's something that should be celebrated. So, you know, if it weren't for that I would definitely opt for someone like Pramila Jayapal, but In terms of who I would want to be Bernie's VP My number one choice will always be Nina Turner because what I'm looking at is someone who can carry the torch After Bernie's gone Nina Turner is not only passionate not only this does she align with Bernie Sanders? politically, but she's someone who Is young right? There's longevity there. She could have a long career in politics So Nina Turner really is my best bet and I never really thought that that was realistic because she was only a state senator So Bernie Sanders may want to not pick her because he doesn't want to be criticized That he's choosing someone who doesn't have that much political experience But we're at a state in American politics where we have a reality television show star as our president who has zero political experience whatsoever We have the mayor of a small city in Indiana people to judge what the media declares a top-tier candidate even though on average He's pulling at 7% so I say pick Nina Turner like she is great She'd fire up the base and she absolutely is someone who unquestionably would carry on the torch So it's gonna be Nina Turner for me overall But to Brian's point about Pramila Jayapal being very progressive He's right So her bill even though it is intended to be a companion piece to Bernie's Medicare for all bill Her bill is better than Bernie Sanders bill I will admit that as a member of the brotherhood of the Bernard her bills better She also wrote the damn bill and it's better now the reason why there's a couple of reasons But the main reason why I like her bill better is because it has a two-year rollout as opposed to Bernie's four-year rollout Now this is something that I would hope Bernie would change upon, you know Passing the bill. Hopefully he'd make his bill aligned with the Jayapals But the reason why his bill has the four-year as opposed to a two-year transition It's because for whatever reason he allowed Kirsten Gillibrand to write that portion of the bill And I'm assuming he did this so that way she would support it But I mean if she's not gonna support it then she's going to be criticized So we shouldn't be allowing them to write bills for us if they don't actually have our interests in Mine right so I don't like that and I really hope that Bernie Sanders would change that and the reason why I think that We need to opt for two years as opposed to four years and you can even make the case that one year is Sufficient but the reason why is because first of all this is a crisis, right? We need to get health care to people as quickly as possible But there's also you know a reason as to why we need to roll it out faster We saw how public support for the Affordable Care Act was undermined so during that four-year period one Republicans could rally against it fear monger about it and Make it more difficult to protect Because we already know that once it's passed and people get Medicare for all they'd love it But we just need them to get that like we need to put it in their hands So they want to keep it So that's one argument on top of that during that four-year transition period If you pass Medicare for all as it is and we have that duplicative ban We're essentially getting rid of private insurance So if these private insurance companies know that they've got four years left to live What's gonna happen? Well, their investors are probably going to bail and move on to the next money-making venture They may close down earlier than expected and not stay in business for the remaining four years or three years and What's gonna happen if that is the case? Well, people would temporarily lose their health insurance now Of course, it's good because they're getting Medicare. So this is a short-term issue But nonetheless, it's an issue that would create a more rocky rollout for Medicare for all than is necessary so that's why if I See Bernie Sanders as president I'm going to push him to fight for a two-year rollout as opposed to a four-year rollout. Now look, I'll take either one I'll take the four-year rollout. Hell, I'll take Elizabeth Warren's version of Medicare for all where she funds it with a regressive tax Like that's not ideal, right? We'd push her if she actually fought for it Which I don't think she would but if she did we'd push her to change it But it's just a matter of getting politicians to align with what we want and what is the best policy So at the end of the day Brian's question is great. Pramila Jayapal would otherwise be a fantastic VP choice because she wrote the damn bill too And it's a phenomenal comprehensive Medicare for all bill that I absolutely adore But unfortunately, she wouldn't be able to be the president which is super disappointing because she is Fantastic, but I think Nina Turner would be a solid choice to carry on the torch And you know what not even a solid choice like the best option to be VP


Welcome. I'm here with CNP and Fleet Bodo to talk about the recent changes to the Baritoy's Investment Program or MAP that just came out in an app admin. So CNP, what is the message that you want to give out to sailors about these recent changes? Yeah, I think the recent changes all come from feedback we've gotten from Fleet. From Fleet Commanders, COs, MASH Chiefs, and sailors, frankly, on all our all hands calls and through working groups we've done since last fall. So everything you're going to see is really coming from feedback from Fleet. So Fleet, what was the reason why the MAP program was expanded to include sailors on shore command and pack sailors? What was the reason behind that decision? Well, I think that we would all agree that we have some outstanding sailors serving in some shore-centric ratings. For example, our Cyber Force and our Master at Arms. And why should they not get the same opportunity? Because they aren't doing the hard work also like our sailors at sea. So we open it up and the same thing goes to some pack sailors. They've been designated in certain ratings, so why should they not get an opportunity to be MAP? And if the commanding officer feels that they deserve it, that's what we're trying to do is give that commanding officer the opportunity to recognize those great sailors. So sir, this question is for you. How does MAP impact advancement? It doesn't impact it at all and it's a common misperception out there by sailors. Even with the opening of additional shore duty quotas for MAP this year on this cycle, still over 90% of all of our advancements will be done through the advancement exam. So it's less than 10%. It's not an insignificant number, it's an important number, but frankly it's not going to impact it at all. We did learn some lessons though from the last cycle that we mapped some sailors into ratings that were already pretty well-manned, but we decided to do that purposefully so that we didn't restrict any COs and we could understand where those maps were being used by rate and now we're going to make some adjustments this cycle by restricting some of the quotas in rates that have gotten over manned over the last couple cycles. And you'll see that in the NAV admin as it's released. So Fleet, the majority of quotas aren't now for sailors who are at sea duty. Do you see that changing over time to add more shore quotas for sailors on shore duty? Well, I think nothing is impossible and every cycle we set up this working group and we're going to continue to look at what we have achieved by opening up MAP to shore duty this time. There's always, always a possibility. But I think as we continue to look at self-assess, look at retention, look at the advancements, look at the health of those communities and it's not closed. I would not say that we're close to opening up anymore of the rates. We're going to, every year, we'll do a little bit more and a little bit more. So looking at the heartbeat of a map in the future, where do you see it going on throughout the year, years later? Yeah, I think just like Fleet said we're going to assess every time we do it and see if the impacts on retention, ultimately, all of our advancement policies are aimed at retaining the best quality folks we can retain. So if the impact of these additional quotas in MAP turn into better retention of our force with high quality sailors, then we should expand that program. Where does it end? I don't know. You know, you might want to stay tuned and see what happens next, the next several cycles and see what happens. But I'm encouraged by what I see, what we saw from the first advancement cycle with MAP and this next cycle will probably, we'll learn a little bit more. So it's an exciting time for advancement opportunity. Well, CMP, Fleet, thank you for being here and answering the questions and thank you all for watching and be sure to check out our story, which will detail the latest on the map changes and have the nav admin included. Thank you.


Kufili kwam What does it contain? What does it have? Most of you have been to the buildings, you have been to those buildings, you have been to those hotels. Those designated areas are always there. You may bypass them at one moment of time. You may need to take a lot of portions, but they are quite important. As a security guard, you should know. And your employer, he expects you to know some of those more, some of those firefighting weapons. Remember, I told you, when you fall to a good company, it will be a good company. When you fall to a bad company, it will be a bad company. And remember, some companies don't give what you call induction training to their employers. But remember, in some situation of instance, you have to do what you call self-discovering in one or another. So into this video, let us try to go and see what is a fire rail station. What does it have? What did you find there? And if we can try to break down some of the few equipments inside them, such that you can know that this works like this and this is what lasts. By the way, don't forget to support this channel by subscribing to this channel and clicking the notification bell. It's the only one we'll be updated when uploading the video. Let's go right into the fire rail stations and see what it contains. Right, welcome back to to the video. Let's see, in some areas on some buildings, some of you might have seen such kind of thing like this. On top is just written on the fire extinguisher. It may be demarcated by different color or a different creation. To some situation, it may look like a closed door. It may look like a room that you may take it, you may not take it so much serious. But to people who know there's something inside them that we want to see. There's something very important inside that small room that you may not check every day, which you must know or which knowledge you must keep updated with yourself. So let us try to check and see what happens, what is inside that small locked door which has a fire extinguisher, signage on top. Remember, the signage may be of the different color and this is what it is. Why are they putting such kind of colors? For someone to easier read that in case of this an emergency, someone can really locate whether it's a fire extinguisher or whether it's that important equipment that should be used at that particular time. Right? So let's go inside then we open and see what it is. So we open up the door when you open up the door this is exactly what happens. This is what is inside. Most of you might have not seen what is inside. That is what is inside that closed door. Right?  We also have fire extinguishers in there may be different fire extinguishers that are also put as part of the emergencies to use. Remember these are inspected and always shaped by the response book of the trained consult people for maintenance in case there is a default in one way or the other. But this does not stop you from knowing how to use it or how to use or knowing what is the importance of this document or the importance of this equipment and why it is in this box why? Because you never know in any emergency you may be the hero of tomorrow to save the lives of others and this is what we are talking about.  So what do we have? This is a note talo this is a note that turns on the water that will come through the fire hose and that will be mixed with the carbon dioxide that will use the pressure to dispose of the power this is the note that turns on the water so remember when we talk about the hose when we talk about the hose pipes this is what we call the hose pipe this one we call it the hose pipes we have this other type of the hose pipes that is an intrusion remember there are several types of hose designed specifically for the fire service there are those designed to operate under pressure what we call positive pressure are called what we call discharge hose pipes and there are those that include what we call the attack hose the supply hose the forest hose and the booster hose those are type of that hose pipes that are designed to operate under pressure but remember there are also what we call those hose pipes that are designed to operate under negative pressure and normally they are called what we call the sanction hose so I think that is just for your information that you should know what we call sanction hose pipe then what we call solution that operates under different modules so this is how it looks like this is how the pipe looks like okay it is attached to other pipe then that one has different types of meters oh it can serve a given norm period oh it has a given length that has to serve so when it is attached to this one it will be directed to a particular area where they need to get off the fire at that time but remember we talked about the end argument pressures that are always there, the nozzles I think you can look at those nozzles at the time inside the box I told you there is something that you need also to know which is what we call a fire extinguisher alright this is what we call a fire extinguisher remember I'll also talk about what you call a fire extinguisher how to use the fire extinguisher may depend on which class of fire A,B,C,O,D which class of fire but remember this also must have what you call an emergency fire extinguisher and this is what you call the fire extinguisher it has a knob that will be it will show you whether it's active or expired and needs to check and it has a pin so it will depend on which kind of class of fire that it has to turn off and it is normally checked by what you call response people in charge of fire to try to see that their activity and they are in this way at the time and remember that in this fire extinguisher or the fire hose box worries there are two different types of fire extinguisher put inside just in case of an emergency or in case anything that happens at the time so this is something that you need to know that as you are trying to patrol whatever you go whatever you being deported or put as you try not to fog or note under as many such kind of things you need to know at a given period of time hope guys you try to share something you try to know don't forget to tune in the next video we try to see how can we use a fire extinguisher it is quite maybe a little bit or maybe a little bit easier but we shall learn how to use a fire extinguisher okay so thank you so much for coming back to this channel thank you so much to do this and watching video to this channel see you again in the next video as we try to see other fire fighting equipment and the basic skills of the basic knowledge that you need to have thank you so much see you again in the next video it makes from the next creation


This study found that 35.6% of the diabetic women reported no sexual dysfunction, while 64.5% reported significant sexual dysfunction. Additionally, 71.6% of the participants had depressive symptoms, while 28.4% did not have any signs of depression.  This article was authored by Rubab Ghul, Sanagul, Muhammad Azmat Khan, and others.


1. Short Answers It's a huge misconception that in visa interviews you need to speak really less and you need to give short sentence or one line answers. Now for questions like why this course unless you explain yourself to the visa officer there is no way he is going to be convinced or understand your profile. So do not pressurize yourself to give short one word answers or one line answers. Why this course answer needs to be descriptive you need to explain yourself to the visa officer and this answer should be at least three to four lines. What is required here is that you practice this really well so that when you speak you are able to speak quickly fluently and finish your answer before the visa officer interrupts you.


I'd like now to move to another area, which is important for climate in general, and Mariam, you're leading a rebound, which is an exchange for a recycled plastic. Clearly, the overwhelming development of plastic production is deeply contributing to CO2 emission, but also is a massive waste issue for the planet, and pollution is also bad for our health. So how is rebound helping on that front? So first of all, good morning everyone, and it's my pleasure to be between all of you here today. Regarding rebound, what we want to solve is the plastic pollution problem. And given that virgin plastics is a valuable commodity, we believe that recycled plastics is just as equivalent. There is no scientifically and environmentally proven, and as well as economically proven material, that can substitute plastics today, mainly because it's a very versatile and useful material. Now, while there are certain types of plastics and additives and chemicals that need to be, let's say, deleted from the chain, there are many other precious types of plastics which can be recycled and have a market for it. However, just like harbin markets, the recycling market of plastics specifically is very opaque and fragmented. So how do we build trust and transparency today between businesses, directly between buyers and sellers, globally around the world, to be able to facilitate the trade of recycled plastics in a quality, assured, and regulatory-compliant manner? So that's exactly what we do and what we address. And of course, no better way to reach a global audience in a global market than through a platform. That's where digitalization comes in. That's where marketplaces come in. And that's where, I believe, a neutral facilitator such as ourselves helps facilitate this trade in a way where the private sector fulfills demand and supply gaps, but also the public sector is comfortable in the type of non-hazardous materials we're creating a market for. Wonderful, and by the way, you are the only Gulf startup having been awarded the label Tech Pioneer by the World Economic Forum earlier in the year. So congratulations. That's awesome. So definitely plastic waste collection and recycling comes with a cost. And this is very important. And this is why some are promoting the notion of extended producer's responsibility and also the notion of plastic credits to make the value chain affordable. So what's your view on that? So definitely. The recycling plastics market today faces a challenge of typically this is an economy and I have a background in finance. So I need to look for the dollar sign. And when I started Rebound, I came to understand why there's a pollution problem because financially companies won't pay more to introduce recycled plastics in their finished product if the virgin plastic is cheaper. And we cannot just sit and wait for regulations to kick in and policies to enforce because how much can law enforce at the end of the day when it is applicable in one region but not applicable in the other. I also come from a government and policy background having worked for the cabinet of ministers. So I am aware of what, up to what can the public sector kind of lay on the ground but then how will the private sector start to react? So when it comes to credits in the plastics recycling space it's important to offset that barter and negotiation price that buyers want to drive down. For instance, if today virgin PET is being sold at around $900 a ton, recycled PET is being sold at around $1,100 or $1,200 per ton. So that roughly $300 is different, the seller of the recycled plastics cannot drive the price as low as $900 because that means that they'll be operating at a loss and unfortunately that's why a lot of recyclers cannot stay in business. The opportunity that credits present here is that it's an alternative revenue model. So instead of just benefiting from selling off the tangible material, they can also benefit from selling the credits that are generated. And while some people might push for extended producer responsibility only on the producer side or pointing the finger at just one entity or one company will not help solve the pollution crisis, it's that entire value chain and stakeholder value chains including governments and municipalities that will help capture this material being separated at source, generate that collection credit, beyond that moving it to an ethically responsible and environmentally capable company which can recycle these plastics and then put it back into the market such as our marketplace where the buyer and seller can deal directly and there's that ultimate level of transparency when it comes to quality too. Interesting and clearly we see that solutions exist and technology is already here that can be used. The question is how fast can we deploy and how fast can we enforce adoption? So funding is on the critical path and affordability of these investments is also, plastic is also a perfect example.


Hello, my name is Kevin Conley and I'm from Foresight Tech. This is another lecture dealing with nuclear chemistry. In this case, what I would like to do is to go over writing a nuclear equation when you're given in words what the equation is. For example, if you are charged with writing the bounced equation for the beta decay of iodine 131, how would you go about doing this? Well, first of all, you know that you have iodine, which has a specific mass number of 131. And you look up in the periodic table to find iodine. And from that, you can find out that it has an atomic number of 53 protons. You also happen to know that it's a beta decay. The beta decay, of course, will have a beta particle and electron as a product. So the first step is to write the incomplete equation. You start with iodine. And as you reactant, and as a product, you're going to have a beta particle plus something else. It's our job to find out what that something else is. Second step is determine the atomic number of the missing isotope. Well, if we begin with a charge of 53 plus, and we come over here, we have to subtract the product, which is a negative 1. 53 minus a negative 1 is a 54. So on the left, we'll have 53. On the right, we'll have 54 minus 1, which is 53 as well. That conserves the charge. The next thing we need is determine the mass number of the missing isotope. In this case, we have 131 protons and neutrons on the left. We have zero protons and neutrons in the beta particle. So we still maintain 131 protons and neutrons over on the right-hand side. So we have to determine the element and the symbol. Well, if you look in the periodic table, number 54 will be xenon with a symbol of Xe. And then finally, we write the balanced equation, where we go from 131 iodine to a beta particle plus 131 xenon. And finally, you check the math. Well, let's take a look. 53 minus negative 1 is going to be 54. That looks good. And 131 minus 0 gives us 131. Take a look at this video again to make sure that you get the process. This is a rather simple example, but this procedure will always work for the alpha, beta, gamma, and positron decay reactions that you'll need to know.


I'm the jump master. Follow me. Feel about this area. Enough lamin' around. We drop him. First blood. Good thing it's not us. You're appointed.


Nigerian Army generals are corrupt, they steal weapons and sell to terrorists," says a report by the London Bay's paper The Economist. And also President Muammar Dabouari considers a state pardon for Ken Sarouiwa and other Oguni leaders. This is Plus Politics and I am Usaou Ghi of Boa Ma. A London-based magazine named The Economist has blasted President Muammar Dabouari and the Nigerian Army over the poor state of the country. In its editorial titled The Crime Scene at the Heart of Africa, the paper rather stated that the Nigerian Army is filled with corrupt generals and is unable to protect a country from the mutating violence. It also alleged that many of its soldiers are ghosts who exist only on the payroll and much of its equipment is stolen and sold to insurgents. It also described the government of President Buhari as high-handed, adding that he has also failed to tackle corruption. The Nigerian Army has reacted to the article saying that it was crafted to denigrate, demonise and destabilise the Nigerian government. And joining us to discuss this is Dixie Nusaji, a security expert and Sonny Maduka, a political affairs analyst. Good evening to you both, Mr. Asagi. Good evening. Thanks for joining us. Thank you for having me. Mr. Maduka, can you hear us clearly? Good evening. Good evening. Good evening. Good evening. Great to have you on the program. I think I would just start with Mr. Maduka, who is joining us via Zoom. For a lot of people, this came as, well, not very new. It seems to correlate with a lot of the analysts and some of the things that they have been saying also about a security situation in the country in the last couple of years. Do you have the same views? Do you agree with what the economist has put out concerning Nigeria's fighter gangs insurgency? Well, first of all, the ugly situation in this country is not only about military. It has transit to many facets. Of course, if you look at the article in question, it didn't only address only the military. It addressed the high hard dentists. It addressed the food crisis and food crisis. It addressed the corruption aspect of it. And, of course, it addressed the issue about what you can call the mismanagement of the economy. So, if you look at that five-pointer, although we are zeroing into military sales, you discover that Nigeria has always been a trouble to itself. Don't forget that Economist is an international recognized magazine. And, of course, they've lived and they've stayed over 170 years. And before they could postulate anything, before they could publish anything globally, they must have found and looked and checked at their past. And they can never be mistaken to what they've said. And these are these what they've just posted and what they've told us. It's not new here. If you go through the scenarios, in August 2016, there was a kind of alleged military sales of ammunitions. Of course, you know, 20 officers were arrested. Four of them were officers and they were charged. So it's not new. If you look at it September 2, that same 2016 post-news came out with another allegation. We are even, they are demitted. The present chief of defense staff was in charge of the operation in Lafayette, Newly, in the northeast, and he agreed that, yes, there's some elements are between the army. Who are the elements? They are the ministry. So there's no exclusion. So it's not that we are knowing it. And if you go through again, you discover that even premium times on the 5th of March came out with the report. And where they said that some army officers are supplying the bandits and the insurgents, military ways, uniform, booze. It was not a mean person that alleged that. It was the Zamfra governor that alleged that. And you know that has ways. Somebody that can, the ministry, the governor of Zamfra cannot come out openly to say army is selling most of the military ways to insurgents. If you, even on April, 2021, April of this year, premium music only came out. Where the ministries speak also just accuse of supplying army. And he agreed. There's nothing like, you know, saying that the economy is trying to debug or do whatever they think it is. No, it is the truth. Everything is at a glade. Sahara report on the 10th of September last month said it openly again. Where they said even the military hardware or military vehicles that were purchased specifically for pressure in the northeast from innocent motors. We are displayed by bandits as they own a school of war. So it's not a new thing. So we have been there. We have all been accused and we have been talking. The issue is that it's all about talking. It is about how do we come out of this. And if we are going to come out of this. Mr. Madako, I think we may be losing connection with you. So to keep the conversation going, we're going to go to Dixie Nusajina, who is a security expert. In response to this, the army said it is one of those deliberate false hoots and noxious narratives orchestrated by a network of detractors and a coven of dark forces working hard to adorn the Nigerian army in an unfitting garb of infaming. They basically looked at every word in the dictionary to assist them with that one. I also got to listen to the podcast by the economist earlier today and listen to what the analysts had to say.  Well, for me, thank you for having me. I want to appreciate all you guys do for our great nation, Nigeria. Coming by what the report, the report we got from the economist, you know, there's something about intelligence. What the economists have just given the Nigerian army is an intelligence. And when you receive an intelligence, you don't discard that intelligence immediately. You don't repute that intelligence immediately. You don't insult that intelligence immediately. You don't respond immediately. You need to go back to your drawing board, analyze the intelligence, find out how did these guys come about this information. Is there truly a moral within the military force? It amazes me how the Nigerian army of this present time come quickly on air to respond to allegations. When the leaky shooting took place in last year in 2020, the then military spokesman said it was a Photoshop. I listened to his interview. They didn't even have time to relax. They quickly responded to the allegation I'd like you to get. Now, this is coming from international papers. The economists have been in existence even before my great-grandfather was born. And I think they have an integrity to protect. They have an image to protect. And they can just come out and give that information that is not true. Definitely, they've done their findings. Now, I went through the report from the economist. They talked about soldiers' welfare, that soldiers are not well paid. They talk about diversion of soldiers' allowances, which are not getting to the soldiers. They talk about poor feeding. Now, let's keep aside the area of arms selling now. From those three points out, the economists gave out, I can vow for the economists that that report was true. I was a soldier, a former soldier. All what they've stated happened to me, myself, when I was in the Bacassi Peninsula in the 90s. Our funds were cut off. We're not well paid. We have been fed like cows. A pot of rice, one mangy, and some pieces of sorts. You know, the Army has lost its integrity over the time. And I have thoughts that all these years, the Army would have developed himself to international standards.  I believe those reports from the economists. And I have my own ears. I have people in the military. My young governments have been in the front line, they were shot in Chibok during the time of when they captured these Chibok guys. It was shot by Boko Haram in Chibok, 2014. Tango didn't die. He sustained a bastard, a deadly injury, I mean to say. It's like shattered. Are you with me? What did the Army do about? I'm giving you a personal example now. Let's leave the economists now. Because you know, whenever you come on air, what you can do for Nigerians to turn Nigerians to truth. Don't shed tears as it is. There's a problem within the military. They need to solve that problem. Release the soldier and retain the family. Soldier welfare must not be gambled, must not be jeopardized. This is what is happening in the front line. Where the economists have said is the truth and nothing but the truth. But in the area of arms selling or arms dealing, I will not agree with that because the military is a very disciplined organization that I believe. But there might be one or two bad elements in the Army that perhaps is supplying the insurgent arms and ammunition will seem some such as being paraded, giving most of this criminal escort services. So let us not write off the report of the economists. Most of what they're giving out, like I already said, is true. On the side of arms supplied to the insurgent by the military, they should investigate that before they come on air and refuse that information. Mr. Madhika, can you still hear us? Yeah. Yeah, I would do. I'm sure you listened clearly to Dixie and Osaji their interesting perspective. But I want you to now talk about the response from the Nigerian military. This, of course, would be a little heartbreaking for everyone up for those who had a lot of trust in the current administration when they were coming in in 2015 and expected a lot of change that would happen. So what would you say should be a better response from the Nigerian government and how much effect really will this economist report really do? I think the report has given us a clear way and probably saw how we can solve this problem. But the problem, like Osaji said, is that we don't sit down to analyze issues. We jump on issues. One of the things I know as somebody who got through some stress in analyzing issues is that you don't jump in.  And of course, just like Osaji said, you don't win wars by propaganda or by coming to counter statements. No, you win wars by trying to analyze strategies, even the ones internal and the ones external. What economists did was to give an insight into the externality of what is happening in Nigeria and Mississippi. And just like I will say now that, you see, let me just say this because we need to be clear. Within the military right now, I'm wondering how many people are patrolling there again. Within the military now, I'm wondering how many people are not sentimental to either their tribe or religion. This is the problem. When we have such things, we are already defeated. As of today, like he said before, Niger military is recognized everywhere. They are reckoned. And I don't think that it's such a, it's something they cannot have done with. But I think there's a problem. Fundamental problems are within the root of the military. They should be able to assume those people who are not particularly patrolling because the issue of national identity and ideology is very important. If you tell an American soldier and an American soldier, he's proud of it. But today, can you tell a Nigerian soldier, US Nigerian soldier, how do he feel about the national pride? So this is the issue. It is not about contraing whatever the economy said. I think the Nigerian military should sit down, analyze that particular postulations and see how they can see to ameliorate. More so, the welfare of the army officers must be paramount. It is very, very important. The welfare, how much, if somebody died, they have insurance, a policy to cover them up. Okay, go to the military barracks. It's not something to write home about. So these are the issues. These are people that are putting their lives in the front burner. They should be able to be treated with dignity and respect. But I don't ask today, I don't think so. Where can you say that a military person, according to one of them that we are interrogated, why do you sell military words? What are the problems they say that? They buy their uniforms. They buy their boots. They think that somebody will not do anything. When they've gone through, they have budgeted such billions. It's not filtering to the people who need it. And this is the problem we have in this country. The issue is that we must sit down as a nation. Look at our national pride. Look at our national brand. And see how we can at least do something now that is still on a periphery. Otherwise, it's not about just saying it. The issue is that we have a working system right now. And we need to be changed right now. I want you to go on and share your views on the other aspect that we also brought up in the report. And also look at some of the things that the economists has pointed out. Like I said, I listened to a podcast earlier. They spoke about kidnappings. They spoke about corruption. They spoke about the need for even some of the Tucano jets that we are buying, which they said were really necessary. Those funds could have been used in other aspects that would have helped the fighter gangs in security. But share your views on the other aspects that they've analyzed. And do you think, because I spoke earlier also in the morning with the Kabira, who stated that there are other positives that should be pointed out with the way the Nigerian government has also acted. So do you think that we are somehow somewhere on the right track? And this will just maybe take some time. Or we are just completely lost?  Yeah, because we are lost. I'm telling you the truth. If you look at the corruption index, everybody is outweighed out. This country is infected with corruption. And most of you have seen it glaringly, where somebody moved from one party to another party. His sins are forgiving. If you look at the corruption in the oil industry, where you're talking about how much is being expended on subsidy. When you look at the transparency level of economic indices in terms of what is spent and what is not spent, you can know. When you look at the budget system of this new team, you know, it's something not to be talked about. When you look at it, even the database is not there. When you look at the cost of things right now, the inflation rate, when I talk about 18%, man, it's too much. It's extraordinary. When you talk about the MPC rates, interest that you get when you want to get low. It's an 11 point. How much are you going to use? So when you look at all these things, you know that we're in trouble. Of course, our Naira is almost 500 plus. And there's no way in the economy that I've ever seen, where your currency could be devalued in such momentum. It's not done because your currency is your heart. The moment your heart starts bleeding, you're going to die. So when you look at the die-hard issue, where people are being segregated, where some people could be called bandit instead of calling them terrorists, where some people are called terrorists even when they are saying, no, we are not terrorists. So there's a lot of force within this nation. And until sincerity come on board, we are going to still go around and run and keep talking the same thing and never move forward. Now, let me go to the, wow, we're having this problem. We are having this problem because of nepotism. It's not, we don't practice merit here.  It's not done that way. Look at the economy of Singapore. Look at the economy of Malaysia. Look at the economy of the Africa and the Asian Tigers, Japan. It is either you are there or you're not there. And nobody's going to put you to a place that you know you cannot perform. Performance is what is at you. And that is why I talked about a budget system. We are supposed to be operating performance program budgeting system. Where your performance to every budget is tied to a project. But today, we keep on building the same road like this, by the way, every year, almost since I've been in Lagos, there's no year that you don't see the Belodega on it. You keep asking, how much is budgeted on this road? So this is the problem we're having. We must tell ourselves and come to rentable and see how we can champion and of course see how we can get economists that are called to what is development. As of today, nothing is safe. Oh, I hold on, Mr. Madukab. One of the things that we hope that we can achieve with every of these conversations is some level of hope. Analyze some of these discussions and then see if there's really any light at the end of the tunnel. Maybe in the near future, maybe in the next decade. Mr. Asagya, I'm going to come back to you now to speak about the handling and the way that the current administration. Listen, every time that we have critics like this, like you said, the very first thing that the government does is jump in and say that they're trying to defame, trying to pull the government down and some of all of that. Do you think that the current administration was, which word would you say fits best with the way that the country has been run in the last six to seven years? Is it uninterested, underprepared or overwhelmed with Nigeria's challenges? Well, Nigeria is missing in action. Nigeria is missing. And I would like our government to bring back Nigeria. Nigeria is missing in action. There is a phrase in the National Assembly, in the National Anthem that states that the label of our hero's past shall never be vain. And each time and now we have our leaders in the National Assembly, State Assembly, Government House, military facilities, singing the National Anthem every day. That line that says the label of our hero's past shall never be vain. To serve with heart and mind, one nation bound. It's an oath. And every day our leaders take these oaths and abuse the oaths. They're not even afraid to die of that oath taken. The National Pledge is an oath. If we don't rise up to defend Nigeria, I'm afraid Nigeria will be the first three most dangerous country in the world. As it stands, when you go into the global peace index, Nigeria is the 132 most peaceful country in the world. On the reversal, Nigeria is the first 15 most dangerous country in the world. And here we will talk about security. In totality, security is the freedom from danger. Now, no investor will want to come to a country where the security application is very porous. The porosity of our national borders have sold us out many times. I can remember many times, not war, not 10, not 20, not 100 times, Pears TV Africa has discussed the national borders of Nigeria. One thing I believe our leaders, they don't watch television. If they watch television and listen to radio, they would have been getting solutions from analysts, both political analysts, social analysts, security analysts, because the whole essence of this analysis is to criticize constructively and profile solutions. I'm not a constructive analyst, I'm a constructive analyst. I tell you what the problem is, I'm profile solution. But our country, we're not going to take this solution. This border on leadership brutality, our leaders have failed us with all honesty. They have failed us. And 2020 is coming.   Our youth must remember that 2020 is coming. That is the right time. We need to pick or select the right leaders that will take Nigeria or that will bring back Nigeria because we need to bring back Nigeria before we take Nigeria onto the promised land. Nigeria is missing in action. In any given time, our names on the papers, on the International Committee, negative, negative, negative. Now, just what we call the red flag. Every country appreciates the red flag. What is the red flag? The red flag are a group of people or whatever the case may be, opponents that criticize government. Government must start looking at criticism as an avenue for them to develop this great nation. Whenever you see a report, don't condemn that report. That's where intelligence comes to play. What the Nigerian Army should be doing or what the military should be doing is to thank the economists for their reports. Not to criticize the economists. Tell them, thank you. We've seen this report. We are going back to the drawing board. We will institute or constitute a board of inquiry to find out or inquire about these allegations and find out what is really happening in the battlefield. For me, we will hold our leader responsible, hold our president responsible, hold our governor responsible and we must also stop centralizing our problem because the reason why I say we should stop centralizing our problem is that state governments must also be held accountable. Any incident that transpires or whatever the case may be, we must not push it to a butcher. We must start holding our state governments accountable because they are receiving the security votes. Every blessed time and then, they are receiving the security votes. What are they doing with these security votes? What are they doing about the jobless youths? Most of our youth are jobless here in Nigeria. Unemployment brutality. What is the government doing about unemployment brutality? Dispatch of kidnappings on the rise. At the rise of advance, kidnap market took a boom because advance was introduced as a billionaire kidnapper and that's why I've advised the Nigerian police to be very careful in parading of suspects. Each time you parade the suspect and you ask the suspect to tell the world how he or she carried out his crime, you are enlisting no criminals to the criminal market. So I appreciate the legacy of the government. They stopped the parading of suspects from the State House of Assembly. Then we should also be looking at social development and social contracts. Our government has bridged the social contract for so long. Bridging the social contract in the sense that they're supposed to give you an eye education. They're supposed to give you an eye good road. I drove down here all the way from the mainland. I know that these are passed through. Girl ups everywhere. They're supposed to give us electricity 24-7. Those are social contracts. Aton, you and I, we obey the government. We respect the government. We allow abiding. So the government has been bridging the social contract and they are expecting Nigeria's to be law abiding. It doesn't work that way. And that is why an average American would want to die for the State of America. An average U.K. citizen would want to die for the State of the United Kingdom. Simply because the government started taking care of them. Why did they stay young? And they kept taking care of them to the university and other fora. So what I advise the government is that they need to go back to the drawing board and analyze what the problem is in Nigeria and start listening to analysts. Soni Manukawa, do we still have you? I'm with you, I'm with you. All right, we can have quick statements to wrap up the conversation. If you can do it in a minute, we'll appreciate it. Okay, I just want to give a phrase. I said there was an old one by modern equipment, propaganda, armory, logistics. But by the patrotic zeal, all the people, all the soldiers, and that is the word of religious tribal sentiments. If we can do this and put into perspective the idea about citizenship, that even a leader should see himself as a citizen first, not as a boss, we can get it right. But as of today, we have something we call them and we. So there's a dichotomy, and that dichotomy may need to be closed down. If it can be closed down by bringing us such thing that Osage just said about social contract, it will be better. But unfortunately, I have to say this, I'm not trying to dampen anybody's spirit, but I need to say this, our constitution has messed up this. If a governor built a road for you, thank him. Because even in that constitution, it didn't tell you that a governor must build a road for you. A governor is not accountable to you. And that's why they can take the vote, the security vote, and spend it, and nobody asks questions. That's what he does that.  And when we start accounting to the citizens, then Nigeria will stand to see the benefit of democracy, vis-a-vis the merits to every appointment in everywhere we are. Thank you. All right. And of course, looking forward to seeing a better response from the Nigerian government to the report by the economists, and not just response on paper, but a response in the way that they handle government and governance going forward. Soni, Madukawa, thank you so much for your time this evening. Thank you very much. I appreciate it. Dixon Osage, thank you also for your time. And I'm always interested in speaking with you. Thank you, Bahá'u Báiní. And of course, thank you for staying with us. Coming up next in Boss Politics, President Buari announces that he could grant a pardon to Ken Sarawiva and others who were accused of murdering four Albany chiefs. We'll take a short break, and we'll be back.


Hello, can everybody hear me? Okay. Is this good? Otherwise, I'll project my voice more Hey, so welcome to the new challenges of design systems at scale Little introduction about myself. My name is Jen with Kelsey and I am an associate design director at Lullabot I currently live in Buffalo, New York, which is in the United States. It's about 20 minutes from Niagara Falls I always put that reference in because people seem to know where Niagara Falls is where Buffalo is a little bit more obscure I Like anything to do with the outdoors, so I love hiking camping I recently tried my hand at beekeeping this past summer and that was definitely fun an adventure And because I'm a designer. I like things all things pretty Well, I'm just gonna get this out of the way, so yes, you're sitting through another design system talk It seems to be the a popular topic now these days Everybody's writing about it. Everybody's presenting about it But I'm hoping that this one will be a little bit different when I was trying to come up with ideas I'm like what I wanted to focus on when it came to writing and speaking this next coming year It was hard for me not to do one on design systems. And here's the reason why I Just rolled off a project where I spent three and a half years Working closely with the design system But it wasn't any design system It was open source which meant that we had to not only consider the changes that we made would affect teams Internally within the company, but also externally outside of the company It's scaled vastly across the company. Its breadth was gigantic It was used in marketing design product design documentation internal tools external tools Any type of like social media posts? This list could probably go on and during my tenure I Experienced the system as an adopter contributor and consultant So I jumped around a little bit from area to area and because of that I had this unique experience where on this project I was able to experience all three of those roles So I had kind of unique perspective of like how each user felt like Compared to the design system. So how to manage a temporary pattern library? And help create governance and contribution models around that library and I'll talk a little bit more in a bit And how this went And while doing this I got to work closely with the core design library team To help shape future components. It was a very very collaborative environment. So, you know as I was a contributor I was able to work with the design systems team to kind of identify gaps and Come up with solutions with components or with documentation So to say I learned a lot would be an understatement And I was thinking about how I could share all this experience as I was rolling off the project And I did some research and I noticed that there was a lot of talks out there that were talking about how to Best set up a design system, but nobody was really talking about some of the challenges in depth Of what you could run into especially when it comes to planning a design system and scaling it across multiple multiple categories So I decided to reflect and talk about them Specifically the challenges that help you plan and predict the future so your design system scales and doesn't fail And here's why that's important. I had mentioned that I had That I had Managed a temporary pattern library During my three and a half year tenure and this pattern library was designed for one product website But everybody loved it so much that it was chosen to be a temporary library For over a hundred products and so this library Scaled across all of those products. It happened pretty quickly Probably within like a three month period And you can imagine how that went It didn't go didn't go so well So what ends up happening is because we didn't have time to plan Things started to fall apart pretty quickly The library grew to over a hundred components and I originally had the number 80 here But we counted them during lunch and realized that we were falling short So it grew to over a hundred components and because of that you can imagine the type of maintenance that Development and design had to do to upkeep with those components. It was very very difficult to maintain There is also similar components that did similar things within the design system But you know had subtle subtle different differences between them And because of that it was confusing for everybody that was using the library of like when to use what It was also super difficult to contribute to so we had teams come back to us and Tell us that this component wasn't working or they wanted to add a new feature, but because this library was temporary We really didn't have the time or they really didn't the client didn't really want to spend the time or the money to like Continue to adding on to this library, especially since it had over a hundred components. So in the end We all felt a little bit more relieved when we started to roll off this this library And a new one actually kind of shifted in And that was one that was getting created in the background while this one kind of served as like the temporary pattern library So I felt like this guy here I don't know if anybody else in the team felt like this guy here But I didn't have the right tools to kind of help these teams that were coming to me And so, you know backing up the fire. It's it's not gonna work So hence, this is the reason why the sock is formed Here's what I plan to cover based on my experience So I plan to cover challenges with design patterns at scale and when I say design patterns at scale I'm talking about the components themselves Maintaining a system of systems at scale Naming at scale and this one is going to be a good one. I love talking about naming. I feel like By the way, I hate naming. I don't know if anybody else has come across naming issues We'll get into we'll get into that but I just I love talking about the challenges But they mean because it's so interesting to me Content flexibility at scale and just a heads up that I am not a content strategist So I'm not going to get too much in the weeds on this one But I do I do think there are certain things that as a systems designers We can watch out for and kind of advocate for when it comes to content And finally adoption at scale. There's also a ton of resources out here on this one So I'm not going to dive too much in the details But I do want to touch on this because I feel it's important to plan for For the purpose of this talk, I just wanted to divide Define what I mean when I say design systems at scale What I don't mean is that the design system itself is super large and is 80 plus components because my previous story I don't know if you learned from it, but we probably want to avoid that We probably want the design system itself to stay as small as possible But what I do mean is that the design system has to scale beyond a single type or need or use case and services many different types of Applications and each application has its own purpose user need or business requirements This typically happens in larger companies and enterprises and I made a handy diagram to kind of show how this would work So you have your design system and it basically has to scale and service product marketing Marketing design documentation. Maybe a content management system. Maybe a point of sale. Maybe a customer relation management system Some of these could have sub system. So you can have either a web or an app native app under that sits under product So that's what I mean when I say design systems at scale So let's dive into it and start with challenges with design patterns at scale The first big challenge is managing the conflict between flexibility and consistency when it comes to expanding component features and The system to and the system itself. So to illustrate this I'm going to take our old friend that we love to hate as designers the card component Nathan Kurnes had a great example of cards gone out of control and a talk He day he gave during a conference called schema a few years back How do you recommend you check it out if you haven't seen it yet? It actually is kind of comical and how this ends up in figma and he uses that as an example I added a link to it at the end of this talk and resources slide So say you have your basic card component and you have an image Some area for headline text and like maybe a background or a container This works in the system for a while but then team a comes along because adoption is starting to span and go out to all these different teams and They want some new features at it because basic card is really super basic. So they want a sub sub headline and an area for body copy and you know the design systems team agrees and they say hey like It is basic. I don't think it's an issue to add me.  We'll talk about that. So and this works in the system for a while Team a is very happy with their card variation a but then team B comes along and they were like hey This image doesn't really support a thumbnail like it's gigantic And we want cards with thumbnails to support our needs And so you agree like that thumbnail or that image area is like way too big. So you create a card that supports a thumbnail and You give the option to align the thumbnail left or right and you're like, okay This works variation be team B is very happy with their variation Well, then team C comes along and they want a company logo or an app logo They want a little bit more prominent maybe centered And doesn't work with what team what team B wants to do with their thumbnail So you go ahead and create a variation for them but in the background you start getting this voice in the back of your head like When do we start creating a new component instead of all these variations like it's just very quiet at this point But then T team D comes along and they need a pricing card and none of these features are gonna work from the previous cards So you go ahead you create that variation And then after a while you step back and you realize your basic card is not so basic anymore. It's actually Quite complex, you know, what why does this happen? Well, one reason is that we don't want teams to go rogue and start creating their own components But we also don't want to create so much flexibility in this card where it becomes difficult to maintain either So what can we do? We have to think about how a approach and structure designs and Systems by simplifying features were necessary. Does this mean not giving adopters all the features they need? Absolutely not In his talk Nathan Curtis suggested breaking the system down into smaller sub components might be One way to approach this for example Instead of providing one card with all the variation and features Why don't we just provide a base card and in that base card is just a container and It has all the documentation and all the guardrails for how this container can hold things like different types of imagery different types of text fields different types of alignments and Therefore encouraging teams to actually take this documentation take these guardrails and take the space card and actually build the cards that they need for their for their use in Fact we could interchange flexibility versus consistency with efficiency versus expansion There's always going to be this tension around trying to keep the design system sleek and efficient versus expanding the design system While in turn making it more complex Keeping it small and efficient also helps keeps components more consistent but what'll happen is you'll have teams and Users that come to you that want to use the design system because you know you want everybody to adopt this design system and because of that It starts to expand creates more flexibility for everybody, but it also introduces inconsistency Finding the right balance and determining when and how to expand the system can be challenging When is that tipping point and how can you better prepare for expanding the system in a more consistent manner? Encouraging teams to build pattern libraries off the base or core level system can help alleviate some of these challenges with flexibility while still keeping things consistent for your core system For example, you have your core design system and all these teams can build pattern libraries off of the core system So team a can build their product library team be the marketing library team see their documentation library and the list can go on And some of these may have the sub libraries underneath them so there may be a Sub library under the product library for a web application library or a native application library and all of these feed down So the core design system feeds into the pattern libraries and the pattern libraries feed into any subset libraries So some of the advantages of using pattern libraries include less maintenance It puts ownership on specific teams to maintain a document and create governance and contribution models It's easier to update components are simplified again less to maintain There's also more control components at the base level feed into the pattern libraries and finally validation You can have the pattern library teams actually test components for performance or use cases Before considering contributing those back up to the base system And this is a great quote from Yogi Berra who was a baseball player for the New York Yankees in the 1950s And he said if you don't know where you're going, you'll wind up somewhere else And I read this quote as I was rolling off this project and it really spoke to me Because you know Because we didn't have a plan in place we two years after this whole pattern library started to get sunset We were way off in left field instead of center field and really we really wanted to be in center field No pun intended Next let's talk about maintaining a system of systems So what is a system of systems and why do you need one? This is not a concept that I came up with Spotify actually gave a talk about this about I think five years ago now during a Figma conference and they actually proposed this system of systems as a way to better set up a design system, so it's more easily manageable So basically your design system has to do a lot. I mean there's documentation around content There's the design of the components themselves There's governance and contribution models and one small change can affect all this As the systems gets larger and more teams start adopting the system It'll be more of a challenge to maintain one big set. You want to think of it like a cruise ship, right? So cruise ship is so large that it can't stop or turn immediately And it's same with the design system the larger it grows the longer a process It's going to take to make subtle changes The the design system can also become a bottleneck I've seen this happen in the past where What ends up happening is because the system's so large it can take weeks or sometime Months for components to trickle down to these teams and meanwhile They're kind of sitting on their hands waiting for these components and that could have some real serious business implications So what if we didn't have one large system, but a subset of smaller systems that break up the hole And this is the idea behind the system of systems so basically we're taking one large system and breaking it down into smaller chunks and These chunks are treated separately each having their own tools and files and because of that they end up being easier to maintain They have their own set of documentation models components The four main chunks are brand base pattern libraries and templates each feeding into the next one down So brand feeds into base brand and base feed into pattern libraries brand base pattern libraries feed into templates So let's dive a little bit more into the detail around this So brand is the highest level it contains all the styles and foundations that form a specific look and feel for the website They tend to be shared company-wide and includes things like colors sometimes typography Icon sets infographics animation guidelines. This list could also probably go on Brand is also the highest level of systems of systems meaning it basically gets ingested into everything that is created for the system Because of this it also tends to have the most stringent governance system It's one of the most difficult to contribute to or change because it affects all types of assets that the company produces and Depending on the company's size and setup brand typically has its own team Sometimes it sits close to web depending on you know how the company is set up, but a lot of times it sits within brand Within the marketing team and there may be a team with them there for a brand And the reason why is because everything that is they're creating can affect assets like print materials for advertising or like environmental graphics Next let's talk about base components These are the core library. They're the small set of atoms and molecules that inherit from brand Remember you want to think sub components, so there's not going to be a lot happening in here You probably shouldn't have any more than maybe 30 components in this They also tend to have a high-level guidance for like layout spacing accessibility theming and use cases The governance process isn't as strict as brand, but there should be an open and established Process for others to contribute back to pattern libraries are the most flexible. We talked a little bit about them previously These are the libraries that are assembled by other teams based on their needs All the patterns that are assembled use base components and it herons styles from brand But what's great about this is that pattern libraries allow other teams to govern and have their own set of maintainers Which takes time pressure and work off the base component team This also help keeps the base component libraries. They lean and mean Often when a pattern library is being built or revised The team will seek feedback from the base component team and sometimes brand especially if they're you know Toying with the idea of like maybe adding a greeting overlay that other teams might want to include But the idea is you want to work together and this allows a team to grow in a way That's consistent and helps identify components or styles that may need to go into core down the road And finally we have templates. I call these the builder level It's the end result of everyone's hard work There are set of page layouts that use components from pattern libraries to assemble pages and Typically the team that's creating the templates looks to the pattern library team for guidance and to help identify new components that they may need to Include in templates. So this is a team. That's kind of on the ground level kind of assembling templates for authors to use And so they're the ones that are more closely working with like the end result of the content And therefore they can very more easily identify gaps in the system and kind of go back to the teams and Tell them about those gaps and contribute back So it's all seems great, right? Like if we have a system of systems We don't have any challenges, right? Well, unfortunately, this is untrue comes with its own set of challenges But these are a little bit easier to overcome The first one is that as team shift and people roll off the teams It's difficult to maintain consistency for example Like you have somebody who's maintaining a set of components and they leave the company or roll off to another team And there's not a great off-boarding process or not great documentation around the components themselves The people who are inheriting those components for maintenance Probably don't know what to do with them and because of that they become outdated pretty quickly Which runs into my second challenge Documenting decisions for future knowledge like why do we make this decision around this component? You know, why did we choose spacing X instead of spacing Y? Why did we reject this component for contribution? Two weeks or two months down the line for me, it would be like two days You won't remember the decisions to any of you won't remember the answers to any of these decisions that you made but unfortunately Decision documentation kind of falls to the to the side when it comes to priority because it's internal facing and that external facing and also Like when you're pressed for time You're not going to do decision documentation because you're just going to go on to the next thing to maintaining the system So a lot of times this gets started in good intentions, but it's never finished and the last update was made like two years ago The third challenge is encouraging contribution, especially on the highest levels If a potential contributor wants to contribute back to brand It can be scary because there's a lot of work in betting that the contribution has to go through Because of this people tend not to contribute back to the higher levels and just live with what they have Because it takes too much work effort and sometimes people get anxiety Like if they have to go through a process where they're meeting with creative directors They won't they won't want to contribute back Finally setting up a systems of systems can take resources of time It tends to work better in larger companies that have numerous teams who need to use a single system But dedicating specific resources and time a hundred percent to a system can be a tough sell like resources and time equals money and that's basically what you're going to have to you're going to have to go and Basically advocate for a system of systems. It's probably not going to be an immediate. Yes Let's do this from you know, whoever's making those higher level decisions You're going to have to prove why you need to do something like this. Oh We're moving on to my favorite naming systems at scale So I'm gonna start out with two quotes here at one of the most difficult things I've come across with creating a design system is naming naming is hard and this is from design system Systems designers everywhere and even developers like talking with Design system developers, you know, they hate naming because it's super challenging, right? Nobody really wants to name This is the second quote from a lullabot developer who was dissecting a design system that they were working in So design system is like here have a card Also here have a CTA which you can set to card style which looks a lot like card But you also can set it to card link style. Oh, did I mention there's a totally separate component called card link? No, well, there it is Card has a variation card link has another variation that CTA whole separate component card that CTA and then a whole separate component card link and then pattern library a comes along and it's like guys Tiles and tiles is just another variation of a card so you can see how Confused and frustrated this developer is when it comes to naming and all the variations that these components are offering because Some of them offer the same things But they're two separate components So so let's talk about some of the naming challenges As a design system grows the elements within that design system will evolve not can they definitely will and The question is how will you name a component now that actually describes what that component will actually do in the future as New features are being added removed or scaled For example, let's take a component that I created here and I called this announcement banner So it has a title it has some body copy. It has a CTA. That's all we really need because used for announcements, right? That's all you're really gonna use this for well, guess what? Down the road use cases came up and it evolved to where it's important image Some tags and we separated the pricing all together. So is this even an announcement banner anymore like doesn't name? Really accurate describe accurately describe what it's being used for it probably not Especially if the content that's in there now is not announcements. This is more become like a pricing card almost Here's another great example and a more recent one One of my co-workers was working on creating a new hero component and the team named it 5050 hero because 50% of the the area was used for image and 50% of the area was used for text It's a good name, right? It describes what it's being used for Well, uh It got the front-end development and a front-end development teams like well, you know, it's been screen sizes This isn't really 5050 anymore and they started dissecting like what this name could actually be for the component And so everybody agreed that like 5050 probably was not the best name for this component So they renamed it to container hero Mostly because the image on the left was kind of wrapped in the container and then the text on the right had its own separate container Well, it got to the content management system developers and they said hey, I hate to break it to you but uh We're gonna have to rename this because we have a div ID that we named container and it wraps all of the Components within the page and at this point like all of everybody who's involved in naming like their brain is melting So you may be thinking to yourself like well, couldn't this all been avoided if everybody would have gotten to a room and like vetted out the name before um, even work started on this component and the answer is that yes that that is a solution but the problem is is that there's lots of barriers to doing that and Those barriers are kind of difficult to overcome. Also. Nobody really wants to name so like if if you create a meeting invite and the title of that meeting invite is Um, I'm trying to think of like a good like component hero naming session uh People are going to decline it and run the other way. So So let's talk in depth on some of those naming challenges So how do you foresee the future and make the name descriptive enough but also allows for change in growth? It didn't work out so well for our announcement banner. Did it uh was announcement banner too descriptive? Should we have used something a little bit more obscure like content block short? The other thing to think about is choosing names that create a consistent naming system that everybody can follow on all the different teams And can scale across to all the different things that appear in design system, right? It's not just components like you have typography. You have content types. You have um, You know, you have colors You know all that naming needs to be and it needs to be documented in somewhat consistent framework And the reason behind this is because it isn't just one single team that's going to name things, right? So you have your pattern library teams that are creating components and they're going to need to name things You know, your brand team is also going to need to name things as they add new colors and typography and all that So you also want to try and find a naming system that can be shared throughout the process of design and development Often component names Especially when it comes to styles can be shared between front end development and design Using something called design tokens and i'm not going to go into depth and design tokens during this talk because that's a whole separate talk So but when choosing a name a naming system, um, you know, it should involve front end development You know, in fact, it should probably involve everybody. So when you're in a meeting, uh And you you talk about the announcement banner everybody knows what component you're talking about Uh, but again, there's that difficulty that nobody wants to name and therefore they're just going to run the other way Like whenever you talk about like, hey, let's get in this meeting and talk about naming All of a sudden like the front end developer is like, oh, i'm sick I'm gonna go home So there are also a lot of um, a lot of issues with renaming things Uh, so when you decide to change names down the road, uh, it's going to be very very difficult Almost impossible and the reason why is because there's a lot of dependencies when it comes to naming Especially in development. So Something as simple as just adding an underscore to name could be an absolute no go There are also different methods of naming out there and that can be confusing Uh, for example, you know, you could use bem for naming, uh, you know, there's different naming Structures that focus on the molecular or the functionality of the component Um, there's not one right solution now Uh, but my suggestion is just do an analysis and open the discussion to determine how you foresee These components changing in the future and picking a naming system that's flexible enough for them So there was a great talk at config this past year where the team at figmod talked about the new variables feature Uh, and during this talk, they briefly mentioned an approach to naming which I found interesting and I wanted to share It uses component inheritance. So it looks a lot like the system of systems So we start off with our top level, which is primitive and these are names based on value So these hold some a lot of our styles that we see in brand So for example, we have, you know, our blue 20 blue 30 blue 40 Where the the number value stands for in hsl The the lightness value of an hsl value The next level is the uh semantic level and these inherit from primitive And these have uh more specific names like text button border strong background success These are named based on intention And then finally you have your component Level which is inherited from the semantic level And these are more specific names and they include names like button small button hover button primary And as you can see the The button down below on the component level is inheriting from the blue 40 And the text button style so it all flows down There's also this great site out there called class names that a coworker recently recommended to me It provides thematically group lists of words Each linking to a definition definitely check it out Again, these are not the right solutions, but kind of something to chew on to see if it's the right fit Talk about challenges with content But before I dive deep into the challenges, I just want to point out an example That showcases one of the bigger things we fear as systems designers Let's take our old buddy the car component Has a headline it's got some body copy. We have some room for some tags if you want to add it, but Like what is this card in the middle that has three paragraphs of text? Like this card was not meant to hold three paragraphs of text This is what I feel like when I see something like that And I'm sure as systems designers and developers we may have all run across something like this where a component Definitely is not having the right character count that we intended or is totally using a completely different content type The monstrosity of a card is actually a result of several challenges with content flexibility The systems teams can do a pretty good content guidance when it comes When the end result of what it's being used for is very limited For example, like this card is only being used for one or two use cases in a single site But as the system scales more and more sites and teams use components It becomes more difficult to maintain that flexibility with content And you end up with a card that has three plus paragraphs Teams will often task the limitations of the types of content a component is designed for Or how much a component can hold Hunts have sometimes at least in my case I end up having a tag that has a sentence in it like I design tags for one or two category words But somebody tries to shove this in there never never fails You must be thinking but wait Can't we solve this problem with documentation around content guidance? Or maybe do something a little bit more extreme like truncate the content if it reaches a certain character count We could but again, they come with their own set of challenges Let's start with documentation around content guidance You have to expect the worst-case scenario that nobody's really going to read it And plus you have this pull between Providing all the t details having the content guidance be way too long And nobody actually reading it versus not providing enough details making it too short and then confusing Authors on like when to use what? Okay, well, what about modifying the component when it reaches a certain character count Or doing something a little bit more extreme like actually breaking the component or modifying what it looks like If it's using the incorrect content type or It exceeds the character count Well, I've tried this too In the past and guess what? Uh, it doesn't work out So a content author will launch with broken components mostly because they're not broken enough And when they do care it takes up time of support like they reach out to the design systems team ask why it's broke Um, and then you have to work with them to come up with solutions Okay, so why don't we just make the card super flexible like what is the problem of just having a card hold You know five or six paragraphs of text Well, guess what it encourages abuse laziness and also adds maintenance overhead So no, these are not real solutions, but they're kind of nice to dream about Talk about challenges with governance and adoption at scale So one of the big challenges is determining governance between teams So and how that ladders up and down for example, like you have the Uh You have your base component team, you know, when do they need to go back up and seek feedback or approval from brand You know, when does your pattern library team have to go to brand or the base component team to seek feedback and approval? Who actually governs what? Um, there's not one single answer to this question because it's going to depend on how your team is set up But one suggestion is to keep a line of communication open and don't make decisions in a vacuum Um The second challenge is that contribution Can be more complex as the team scales It might not be clear enough for how others can contribute or the documentation around contribution isn't finished or is very vague I've seen this specifically around accessibility and maintenance Um, you know designers that are trying to contribute to a design design system One of the things that I found is lacking is like how to include accessibility in that design And they only find out like once they're in the middle of that contribution process And they have to meet with the accessibility team and they're like wait I have to meet with the accessibility team And they tend to abandon ship them because like There's just not um, they didn't realize like how much vetting that this would have to go through And they weren't given the details up front And so they just don't want to spend the time going through all that and so, you know, you end up losing a possible really great contribution On the flip side, you also want to figure out how to empower teams to contribute Um, you know, I've seen one-on-ones or mentorships work well with especially first time contributors Office hours is another great way to encourage contribution because you know, everybody gets in a Everybody gets in a meeting you show each other's work. You can learn from each other You can also see if other teams are working on similar components and be like, hey, let's collaborate on this component That we want to contribute back up And finally their support and communication Have you ever released an update and like two weeks later somebody reaches out to you is like, hey So why is the background black instead of blue? Happens to me all the time But the issue is trying to find the right tool to kind of communicate these updates And to help support the team. So for example, you know, you may have an announcement in slack for an update But nobody reads that announcement. You may encourage open office hours, but nobody goes because there's meeting conflicts So finding the right combination of tools definitely try and figure out like more than one tool Is going to definitely help take time off the team for support and also communicating those updates And finally I leave you with this quote This is from James clear who is uh an author around creating good habits and he said Some lessons have to be experienced to be learned Definitely learned a lot of lessons And I hope that you can take this quote to like whatever design system you're working in Like take those challenges and the solutions that you tried that worked and didn't really work so well Take all that information and as you roll off your Your project and start a new design system take what you've learned And hopefully try and apply that to your new design system So this is my list of resources that I mentioned throughout this presentation Here's a link to the presentation itself and then also Fill out the session survey. It would be great. This is the first time I'm giving this talk So I would love to know how I can improve it Again, like each one of these could be its own separate talk to Unfortunately And then also just a reminder about Contribution still going on. You know, you have general contribution First time contributor workshops, you know, if you've ever thought about contributing to Drupal Definitely attend this because you're surrounded by those experts and mentors that can help you and guide you through that process And I just want to say thank you If you have any questions that we don't get to today, feel free to reach out to me via LinkedIn or my email lullabot I love talking about this stuff. Um, and so I definitely welcome anybody to reach out. So this resources slide includes the talk from From Spotify the talk from Nathan Curtis And then uh The figma talk that they gave about naming where they actually introduced the new variables Feature two so so do we have any questions? Oh, can you can you repeat that on the microphone? So that way it's on this I was just saying another famous quote that's kind of missing from here Is that there are two difficult things in computer science and the first is clearing cash The second is naming things and the third is off by one errors. Yeah any other questions Yeah, the first observation was uh that you made these layers where you say the brand is at the bottom and everything depends on it But they could easily be an ecosystem But this is completely reversed because you want to reuse some of your structural components But then you want to sell it to different clients that have their own brand needs And then it's all completely different Then the brand is more like a seeming layer or something like a skinning layer Yes, yeah, and again like they could be it could be reversed Like and so I the way I gave this talk was in the way that I had just used this design system that I had rolled off of for three and a half years Um, but yeah, they could that's a great point Like it could be reversed and brand can be on the bottom So that way you have these like empty components that could have different brands Brand libraries applied to them. So yeah, and then about the card like this is always the worst kind of pattern that you want to try And um, actually so there was one project I worked on where Well, it's a bigger ecosystem where we have a card and it's a monster because it has so many parameters that go into it As to be expected Then another project where I decided there is no card There's no technical component that is named card There's only micro layouts and the composition of micro blades Then we let me configure on the view mode level so that we have View modes in Drupal, but we never say use the card component Anywhere we just say, okay, we compose different mini layouts together with some trickery with fit group and trickery And then it becomes Then we even make like some kind of decorator thing around like the wrapper that gives you a gray background the padding And the rounded corners and whatever and then the mini layout is like, okay We have the image on the left and something on the right But there's something it's just a region where you couldn't put anything you want And this way we only deal with the micro components micro layouts and we don't have to even name anything That name card So it's like it's kind of like decomposition right where like you have all the pieces and then they get assembled all these different ways Yeah, and we do this composition not even on the tablet We can have some kind of When you do the design draft or whatever then you can of course compose it together But then you never touch it In code or technically as one component. Yeah Yeah, I like that approach How do you like when you talk about having a base system and then you have these subsystems? I don't remember exactly the words used but How do you avoid the base system being very very shallow and then the subsystems anyway ending up being their own like islands of Of you know, like they they do their own thing and then the stuff never moves up the chain Or maybe they have there Maybe they have more or less the same like for example, they all design a card and maybe it's 95 percent the same. Yeah, and That is a great question. So one of the things uh, actually when I was giving this presentation um Practicing it somebody had asked that question and I was like I should probably put that in here somewhere But like I'm so close to time so um So one of the things that could happen is a lot of times when those subsystems are being created They're working with the base system um So like if you have like pattern library A for example And they're creating their pattern library and pattern library b comes along and they have a similar card than library a What'll happen is because everybody's kind of working together They'll consider contributing that card back up basically or features of that card So it might not be the entire card But maybe like more variables that you could configure where it could trickle down to both those teams And that way they have like a shared card And it isn't like a one-off variation where like one's just using a different headline text You know had a headline style than the other card And it's also too listening to the use cases of each team One team might want to use a different headline and they might have a good use case for using a different type of headline And so it's up to the base system to figure out like What this card should look like and how it should funnel down So each one of those teams will have the flexibility to configure the things that they need with the card But still keeping it consistent so Hi Jen. Thanks very much. Uh james from the history channel here You mentioned about different color ways, uh within design systems and i've noticed There's a trend to either constrain colorways to two or three primary colors And then a few highlight colors And lowlights as well or on the other end of the spectrum have every color way imaginable a rainbow of colors And there doesn't seem to be an in-between in your experience Do you find that it's better to try and push people in the right direction with a set of brand colors and some extra Highlight colors or give a lot more freedom with many different shades and colors for contrast and accessibility purposes Um, so that is a great question. Um design system I had rolled off with they had like a bazillion colors and the reason why is because They have different different products that had their own specific color like their own brand basically Within this company. And so I think when you have You know, you have a design system that has to service different ways that this plan is being this brand is being applied Including, you know, what is going to be the primary color versus the secondary color You're going to run into that issue where it's you're going to have to expand the color system Typically what we try to do is we try and keep the color system as small as possible and just add where needed But providing like shades So like, you know, you have your red but you provide like six different shades of that red using like an hsl value So, yeah, thank you Anybody else