Kaushik Roy is a professor of electrical and computer engineering at Purdue University. He is also the director of the Center for Brain Inspired Computing, a $32 million project that brings together nine universities and 140 PhD students and which is funded by the Semiconductor Research Corporation and the Defense Advanced Research Projects Agency. Kaushik Roy is a world leader in low-power and energy-efficient circuit and system design. His current research focuses on cognitive algorithms, circuits and architecture for energy-efficient neuromorphic computing and neuromimetic devices. Kaushik has supervised 100 PhD dissertations and his students are now pursuing successful careers in academia and industry. We all know that AI and deep learning met a huge amount of progress in the recent past. However, the biological systems still possess a level of functionality that is quite unmatched in these artificial systems. Now, consider the reactive behavior of a fruit fly that has about 100,000 neurons or so. They fly fast while avoiding obstacles in a cluttered environment and they do all those with the few microwatts of power consumption, whereas if you look at the artificial systems of today, they require watts of power consumption and they certainly do not have the capabilities that the fly has. So in my research group, we are trying to address these problems to enable autonomous intelligence systems by improving the compute efficiency in the robustness of cognitive tasks through a cross-layer innovation which goes all the way from efficient learning algorithms to sensors and also hardware that can efficiently mend these algorithms. So we are looking at various application scenarios starting from vision problems that include understanding scenes, detection and recognition of objects, using foveation, saccades, autonomous flying with multimodal sensors. And we're also looking at and developing device technologies that can mimic the neurons and synapses with higher fidelity and more efficiency than standard CMOS technology. My relationship with Arhats University started probably about five years ago. You know, I started working with Professor Farshad Muradi, working on different proposals and papers and working in the area of neuromorphic computing, both on the algorithm and the hardware side of things. Professor Roy has left huge impact on society and the scientific community. He has received uncountable awards and honors. His many grants and 27 patents demonstrate his impact. His influence has enriched the academic community at Arhats University, sparking creativity and pushing boundaries. Today we honor Professor Koushak Roy for reshaping the future of computing, driving progress and inspiring generations to come. It was in 2009 that I was with Professor Koushak Roy's lap at Purdue University. In general, Koushak's dedication to pushing the technology boundaries left me a lasting impression and that was the basis of how to establish a successful lap. On the non-scientific part also we had a lot of fun there together with the team and Koushak. We were playing football two or three times a week and even we attended a university league and we went to final but I remember we lost 6-1 to another team. Today the prospect of collaboration is much more exciting than ever because Koushak Roy is working extensively on brain-spark computing and we are working on brain implants and bringing these two together can revolutionize the field of brain-computer interfaces.


Good morning. So nice little crowd, thank you for being here.  And this story started a few months ago when I met a customer who wanted to replace their Salesforce system by Odoo. And Odoo for those who don't know is an open source Python ERP. And the particularity of that project was that, sorry, the particularity of that project is that Salesforce, that customer is kind of the middle piece of a puzzle and it's surrounded by a variety of in-house build application all querying and updated the central system. And since we were replacing the middle piece we had to provide API to those existing systems. And at that time we had kind of two possibilities to provide those API. The first one would have been to say, okay, just use the standard Odoo XML RPC API. And that one is useful. It's very powerful because it exposes all the Odoo object model and field. But it's actually too powerful because, well, first it's the whole thing. You need to know all the details of Odoo to use it efficiently. And then it really exposes the guts of the system. So any time you are braiding Odoo, we are adding classes, removing fields and so on. So you risk breaking your client. So that was not a good solution. And the other possibility was to create a custom REST API. That would have been clean and nice. We could document it with swagger and so on. But still I had the feeling that it was too difficult to do in the short time frame of the project. So I was looking for something more efficient. And at that time Kenneth Rice, the guy who wrote a request, was creating a small framework called Responder. And that framework is just a little thing. It's a mashup of existing Python libraries like Starlet and stuff like that. But he was including a way to create a GraphQL endpoint in a few lines of codes. And that triggered me to have a second look at GraphQL. And I quickly found out it could be a solution for a problem. And so we started. We decided to use it for that project. And it quickly was a success because my colleague who was writing the endpoint was actually quite happy and very productive at it. And our client developer were also very happy. They were all saying, oh, well, that's technology is very easy to use. And they were using PHP.net as client programming languages. And they were all very happy with it. And so, well, since it was such a game changer for us, I wanted to share that story. So here I am. So let's go. I'm Stefan. I'm the city of Akson. We are a software engineering company in Belgium focusing on a quality open source project. And I spent quite a lot of free time caring about the Odu Community Association, which is a nonprofit trying to foster a vibrant open source community around Odu. We managed kind of 200 GitHub repos with thousands of high quality Odu add-ons. And I'm doing Python since version 1.4. So today I'd like to, well, it's mostly a tutorial. I'll quickly explain what GraphQL is and go into a demo first from the client side perspective to explain or to give you a feeling of what GraphQL is from the point of view of the client developer. And then give you an example of how you can easily create a GraphQL endpoint in Python. And I use Odu as an example back end system. Then I'll discuss a little bit how GraphQL is different from other similar technologies and give you some attention points maybe you'll want to keep in mind when creating your own end points. So what is GraphQL? Well, I like to think of it as yet another remote procedure called Mechanism. In a way, it's just that. It's a way to request a remote computer to do something for you and return a response. It comes from Facebook and they open sourced it in 2015.  But really for most usual use cases, you don't need to worry too much about the graph aspect and you'll see why in a moment. So the basic characteristics, the request and the queries you express them in using the GraphQL query language. It's kind of JSON, but it's not. So it's a specific format. The responses are pure JSON. So that's important for ease of integration. So nothing special there. There is a schema language to express, to define the various types and available queries. You don't need to worry too much about the schema language because you usually don't see it because you generated from your programming language. And then the transports, usually it's DPS. You do get and post to send and receive the data. And there is a variety of server-side libraries in most languages. And on the client side, in my opinion, it's so easy that you don't need to bother with any kind of library to use it. That's an important point. So for the sake of demonstration, we'll use a simple schema. We'll expose Odu partners, which are basically companies and contacts with their name, address, email phone, a flag saying if it's a company or a simple contact. In the address block, you have a country field which point to country type, which has a code and name. And then the companies have contacts and contacts with a partner company. So it's a simple data model. But yeah, an interesting one for a demo. So the demo, I start from the client side. And the good thing with GraphQL is that you get for free, as soon as you have a GraphQL endpoint, you get for free a web-based ID that you can use to create your request. So on the left, you have the query editor. And on the right, the result pane. And very important, you have a documentation explorer. So you can interactively explore the schema. And that documentation is automatically generated by introspecting the schema provided by the endpoint. So you see here on the right, you have queries and mutations. Mutations are for anything that has side effects. And queries is just for fetching data. If I click on query, I see the available queries. And I focus on just one of them, which is called all partners. Can use it to fetch all partners from the database. If I click on it, I see that all partners ask three arguments. The first one is a Boolean, saying I just want companies or all of them. And then limit and offset in my examples are for doing paging at the database query level. And then the return type is a list of partners. And if I click on partners, I get the field we have seen before. So simple list of field in this case. Some are mandatory. You see them with the exclamation point. And then you have country, which is of type country. And contacts, which is in itself a list of partners. So we have a recursive data structure. Now, if I start typing a query on the left, you see we have code completion. So you type control space, you see the available keywords. So I can type all partners. All partners, again, I see the list of available field. I can select those I want. And that's, yeah, I zoom a little bit. So that's a very, very important point about GraphQL is that it's the clients who decide which field they want to receive. Whereas if you are doing rest, you cannot decide. It's a server that's always giving you the same list of data. In this case, I don't want all the fields. I want three of them. And in the result, it's just a JSON list of dictionaries. And you see that it's also the second very important point. You see that the response is mirroring the query. So in the query, I say I want all partners. I get all partners in the response. I want name. I get name. I want email. I get email and so on. So your response is always mirror what you put in your query. And that's very important. Then I can use arguments in my query. So for instance, I have all partners, companies and contacts that I want to say I want only companies. That's the syntax to do that. Companies only is true. I get a limited list. And then also very important aspect of GraphQL, you can navigate in the data model from your query. So in your query, no, I want to get the contacts to. I have contacts named phone. And again, you see that the response is mirroring your query. So I added contacts. I get contacts. I added name. I get name, phone, phone, et cetera. And so that's the other very, very important aspect of GraphQL is that the client can navigate into the data model. Whereas with traditional REST or RPC, it's more fixed. So the server might have provided a service that's providing companies and another service to get contacts with, as an argument, the company ID, for instance. But then that's more server around trips. Conversely, the server could have decided to provide just one service, providing companies and contact at the same time. But then all the time you send all the data and maybe your clients don't need it. So that's very important GraphQL is that the client has the flexibility to express what data he wants to retrieve from the server. And the last point I want to illustrate is the concept of query variables. Query variables are kind of place orders you can put in your query. They can go anywhere in the query. So kind of a very complex query, but you can put place order a bit everywhere. And then it's the client which sends to the server the query plus a simple JSON dictionary with the replacement variable. And the replacement is on the server side, so there is no risk of query injections and stuff like that. But it's also very important because in terms of data binding on the client, if you imagine you're writing a web application, you need to bind the form fields to the query field. Using this mechanism, this binding is just populating a JSON dictionary. So for clients and developers it's also very, very easy because they can write their query in the IDE, copy paste it in the code in a constant, and then bind their form variables to a simple JSON dictionary and send them both to the server. Very easy for the client developers. And you get code completion also when creating variables. And so it's an example, two simple variables limit and offset for doing batching inside a large result set. Okay, so that's it for the client demo. Now we'll dig a little bit on the server side and I illustrate what it takes to create the endpoint I just used in the client side demo. And the code I was going to show is really all there is to it. I give you the pointer after that you will see that there is really nothing else that I'm going to show to create that endpoint. So the first thing to do is create the types. So I start from the bottom. The country type is an easy one. So you represent your GraphQL type with Python classes, define the country class, just a graphene object type. By the way, graphene is a very good library, an open source library to do GraphQL endpoint in Python. Very, very efficient and all this actually is made possible by those guys. So country class to just say it's a graphene object type and the fields are just class attributes. And again, you give them their type, you can see if they are required, you can provide default values, you can provide documentation, very important with comments or help attributes, for instance. And you see there is no code to do the binding to the underlying object. And why is that? Because in this case, I will have a nodu object, which has a different name. Also have a code in the field. And in that simple case, the binding is automatic because the default resolution mechanism for graphene is to do a get attribute on the underlying object. And so if your underlying object has the same attribute names, the mapping will be automatic. So for the partner object, same principle, I enumerate the fields, give their type, some are required, some not. This one is a Boolean, required two, you have access to a variety of scalar fields like ints, floats, dates and so on. Here I'm using the odu object type, but it's really a very, very small extension of the graphene object type to cope with some odu peculiarities, for instance. Odu is representing strings as null strings with false, and converting false to GraphQL does not work for, it's not represented as null, so there is small conversion there. But otherwise, for instance, for this one, it's just a graphene object type, so there is nothing specific to odu here. And then next example, the country field. The country is of type country, so that's the way you declare it. But in odu, there is no country attribute on the partner. In odu, it's named country ID. That's a convention. And in this case, what you need to do, you need to provide the mapping yourself. And in GraphQL, those mappers are called resolver. And the way to do it is to just create by convention a method named resolve underscore the field name, so resolve underscore country. And that method is taking two arguments. The root is the associated underlying object. And info is a way to pass context, like the database connection, the current users or stuff like that. So in this case, I map the GraphQL country field to the odu field name country ID. And country ID is not an ID in odu, it's actually a country object. And that will be bound to the GraphQL country type. And then GraphQL will resolve the country attribute code and name and then continue like that. Same for context, context is a list, a list of what a list of partner, the list is required. In odu, I don't have a context field, I have a child ID field. And in this case, resolve context will return, just return root dot child IDs, which means I'm returning the contacts. Child IDs is a list of odu partner object that again will be bound to the partner GraphQL type. And again, Graphine will recursively call the resolution mechanism that you start to understand to recursively resolve all the fields. And that's all you have to do to map those types. And then you have the top level query. So we come to all partners that we've seen at the beginning. All partners is returning a list of what a list of partners. And then it has three arguments. You see again, companies only is a Boolean limit and offset that we have seen before. And that as is does not exist on the backend system, so I need to write a resolver too. It's always the same, write a resolver. So I write resolve all partner, I get root and info again, and then the arguments, companies only limit offset. And then that's more traditional stuff. I build my query. So that's a little bit of odu code. If the client wants companies only, I build my query, his company is true. I do an odu search and I pass limit and offset. And the odu search is going to return a list of partner objects again that will go to the resolver mechanism and so on. And then a few small glue code to create the HTTP road. And basically that's it. So that's all you have to do to bind a GraphQL schema to an existing backend system. So as you see, there is very little odu code so you can imagine that's going to work with basically anything you have. If you have Django or SQL alchemy in the backend or whatever you can think of, it will be as easy to do it. So very efficient. Okay, so now let's discuss a little bit of GraphQL. Let's go a little bit deeper. So how is GraphQL different? Well, I like to compare it to two things. On the one side, traditional RPC technologies and on the other side, SQL. Traditional RPC technologies, those are very different, Decom, Corba, SOAP, REST, whatever. But in the end, they have in common that you have a rigid request response structure. So the service you provide define exactly what the client can request and what he will receive in response for any service. They all have some sort of schema language that is machine-reasonable so you can introspect it, implement validation, and the standard on-the-wire protocol. And for those is the service developer who implements all the server reacts to a service. And on the other end of the spectrum, you have SQL. And there, of course, you have a database and then it's a client that has the full freedom to express his query. He can do whatever he want provided it follows the database schema. So full flexibility for the client, but so to speak, there is no server-side developer. You must have a database. Okay. If you exclude store procedure which actually fall in the other category, you have no possibility to or it's very difficult to access external systems within a SQL database. So GraphQL is a bit in between. So you have full flexibility for the client to express the query. But on the other side, you have a very easy mechanism for the server-side developer to decide how to respond to any given query. And so you don't even need a database. You can query back-end systems or a variety of whatever you want on the back-end. So it's really something in between RPC and database query language. So some attention points. While you sometimes read on the internet that GraphQL is presented as a better rest. So is it, is it not? I don't know. It's different. But first of all, the typical complaints you see again, GraphQL is people say it's not respecting HTTP semantics. Well, that's true. And GraphQL basically use HTTP as a dump pipe to send a request and get the responses. So you don't really benefit from the HTTP infrastructure for caching and so on. You benefit from authentication and stuff like that. But some HTTP infrastructure is oblivious to GraphQL. Well, to me, actually writing a good REST API is incredibly hard. It's really an art that very few masters are doing your REST API that respect HTTP semantics fully. So, yeah, you decide for yourself. For me, it's a better rest in the sense that it's, you are really more productive when creating services with GraphQL than with REST. That's something that I see for real and real projects. Another attention point is performance. You must pay attention to the way you write your resolvers. For instance, in the resolve contact one, if I would have written for each one, doing a search on parent ID is root ID. That would have worked too. But in the end, that would have generated one database query for each parent company in the result set. Not very efficient. So the good thing to do is to exploit the power of your object relation and mapper. How does it, SQL alchemy does it, they have prefetching strategies. And that would end up in this case in two queries, one for the parent, one for the children. And so much more efficient. So need to pay attention to that. The other aspect is decide what to expose in your GraphQL endpoint. With some tools, for instance, there are adapters for Django, SQL alchemy. It can be very easy to expose your whole object model at once without doing almost anything. It can be useful in some cases, but I advise to create GraphQL endpoint that are specific to the client use case. Because exposing your whole object model will prevent you changing it because you will never know what parts of it are used by the client. And since it's so easy to create specific schemas, you really need to use that power to do schemas adapted to the client use case. Okay, finishing. Access control, pay attention to it. Because for rest it's easy to put access control at the entry point. Here you need to put access control at the level of the domain model. So key takeaways. It's different. I really encourage you to try it. If you see it as another way to do rest, you will see that it's a very powerful technology. And in my opinion, you get really more productive than by doing rest. You give a lot of flexibility to your client developer and a lot of productivity to your server-side developer. You have the links, the slides are online. And I don't know if you have time for questions. No time for questions. So I'll be around. Sorry.


8 personality types to help you understand your students' needs. Each of us have our preferred way of communicating and being communicated to. A teacher who is skilled in personality profiling can understand the preferred communication style of each individual learner and immediately adjusts his or her communication approach. According to the Myers-Briggs type indicators the following personality profiles exist. Most people are either introverts or extroverts. Introverts generate their energy from being alone and extroverts from being with people, because extroverts love being around people they easily take part in class activities without any hesitation. They enjoy talking to strangers and easily share their thoughts with others. Therefore they are energized and enthusiastic when teachers hand out group work. Whereas introverts don't easily share their thoughts and take a little longer to engage in group activities. If the teacher is an extrovert, the teacher may incorrectly interpret this as if the extrovert learner is a faster learner and more motivated to learn. If the teacher is an introvert they may incorrectly interpret the behavior of the extroverted learner as trying to dominate the lesson or trying to be a show off. Sensors and Intuitives Then people are either sensors or intuitives. This refers to a person's preferred way of gathering information. Sensors like detail and intuitives prefer to use their intuition. The student that is a sensor will often be the student that asks a lot of questions and wants to know exactly what the lesson objectives are. They prefer having a textbook that they can use to prepare from. They need facts before they feel comfortable making decisions. Therefore sensors may feel very uncomfortable during self exploration exercises, or they may make the teacher feel that they don't have the initiative to try exercises on their own. Intuitives don't need a lot of information and may jump into tasks without listening to all the information first. This may frustrate the teacher if the teacher is a sensor and may not give enough information if he or she is an intuitive. Sensors will want to take notes and may get frustrated when the teacher moves on to the next exercise too quickly. Intuitives may get very frustrated when things are repeated too often, when the teacher is trying to give each learner the opportunity to practice. Thinkers and Feelers What we do with the information divides us into thinkers and feelers. Thinkers want everyone to be treated equally and feelers want everyone to be treated fairly. Therefore thinkers may get upset when one learner is praised for effort even when their efforts are not nearly as good as the rest. Feelers want the teacher to treat each person as an individual and may get upset when the teacher does not know everyone in the class's names or treats everyone the same. Judges and Perceivers How we organize our environment differentiates between judges and perceivers. Judgers don't like it when there are deviations from the norm. Therefore they will feel uncomfortable when the teacher varies the lesson too much or deviates from the lesson objectives. Teachers who are perceivers must discipline themselves to stick to the lesson plan if they want to keep the respect of the student that is a judge. These are just a few examples of the complexity personality types and their effect on the success of the communication process in the class. Class time is valuable and the maximum returns should be achieved. Therefore if the teacher wants to bring out the best in each student it will be valuable to gain skills in personality profiling. Get ready to teach English abroad with a TEFL course. Speak with an ITTT advisor today to put together your personal plan for teaching English abroad. Send us an email or call us toll free at 1-800-490-0531 to speak with an ITTT advisor today.


Hi guys, my name is Kwame. Wow, you started with a really big sigh. Okay. Hey guys, welcome to my channel. My name is Kwame. This is It's Okay and I usually vlog about productivity and my freelance journey and other things. And every now and then, since the very latter part of last year, you know, we do these conversations or Elaine and I do these conversations where we sit down and talk about the things or experiences that we go through. And we are in by no means saying that our relationship is a mortal relationship or a perfect one. It's just that for us, when we do this, the thing we're doing right now and share our experiences, it also helps us. It actually helps us more because then we're able to talk about these things and know how far we've come with other things that we've been through and been able to make sense of things. So today's episode is inspired by Elaine. She's the producer of this episode and the topic and the things she has written down. So she's going to go through them and then we're going to have a little banter about long distance relationships. Yes. Yeah. So my name is Elaine Hallow. Before we were together in Ghana, we did a long time of long distance. I think all in all, it was two years. And the longest that we haven't seen each other is nine months, I believe. Yeah, nine months. And we actually learned a lot along the way and we thought it would be useful to share also because of the current pandemic and maybe people are forced to be long distance now and hopefully you can get some nuggets of wisdom or something to apply or try out. Or not. Or not. Or just make you laugh, anything you can get from it. So yes, long distance. Everybody always said like, oh, it's so difficult. It is. Yeah. But I'm also grateful for the things that it taught us. So I got thinking about why it worked for us or yes, why it actually worked out. And I think I came to two elements. So one is commitment and two is communication. You know, you can actually refer to your notes, right? Yes, I have my notebook. I'm not yet so spontaneous as Quaime with what to say. I'm not very spontaneous either. But you're more fluent in front of the camera, but let's not go into that. So what it taught me is that it taught me commitment because you're doing long distance. You will definitely know whether it's worth it to build with this person or not. Because it's quite difficult to include a person in your life when he or she is not physically there and literally living in a different world. I mean Ghana and Netherlands is a different world. So how do you, you know, include somebody in that? I think you have to commit to explore exactly and really commit to the person because you cannot if you live in the same city, you can see, oh, let's see where this goes. You maybe hang out, you go to the movies, you see each other once in a while. You have the time to explore physically and see how you feel around each other. But that's more difficult to bridge when you're not in the same place. So mentally you have to psych yourself up to decide that you are committing to this, to see where it goes and you want to do it. Yes. Okay. And because it's difficult, you will know, you won't go for it if it's a fling. Exactly. Because you will know that it's worth to do it. So the commitment part is very, for me, it was very intentional. Like I'm committing to this person and I know it's worth it. Even though it's difficult. So that keeps it balanced. And what I'm also very grateful for, which we learned the hard way, is that it told us communication. So for us, we did a lot of phone calls. I don't know why we didn't video call a lot, but we didn't do that so much. We did phone calls. We did a lot of phone calls and WhatsApp. Yes. And it's difficult to hear. You can only hear the person. So it's difficult to hear what's going on. So in order to make it work, the other person also needs to be open and vulnerable in order to really share your life. So I think that it taught us communication because we learned how to ask questions, how to really get to the bottom of things, even though you're not there to put some arm around some person or hug or anything like that. And I have to chip in that with communication, especially with WhatsApp and phone calls, we'll also learn the hard way that it's better to actually have a phone call about the important things or things that you may be confused about because WhatsApp or text messaging tends to have different meanings depending on the mood you're in or what it is or what you think the person is trying to say. Some messages can come across as entirely different things and then you get angry and you don't communicate. I, for one, when I'm angry, I retract. So reading a message and getting angry and not knowing exactly what your partner was trying to say will almost always end in a fight or argument. So if you don't know exactly what the person means, you can ask, can we call about this because I'm not sure exactly what you mean. And then you can be clear that the person's message wasn't intended to be what it was. Yeah, I really believe we had the most miscommunication through WhatsApp. So you read and then suddenly it triggers something. You have to call or hear the voice, hear the intention because over WhatsApp, you cannot hear somebody's intention or meaning. I think that's really true. So that was, so our why, why it worked was definitely commitment and communication. And I also thought about how we made it work. So I wrote down a few things and it comes down to, again, two Cs, compromise and creativity. So right now we have four Cs. That's committing and making sure you fine tune your communication properly. And then now how to actually, after you've committed and communicated, to keep it together. Yeah. OK. And that you do to compromise and creativity. Bear with us. So how we made it work, we did a lot of things together, even though we were not physically together. For example, we, well, now it's difficult with COVID, but we went to the cinema. So we went to the same movie on the same day. When a movie comes out and it's also released in the Netherlands or is worldwide, thankfully, Silverbed Cinema was working. So we would go and watch the same film. Yeah. And then we would, it's weird maybe to go alone to the cinema, but it felt nice to know that Kwame was also in the cinema around the same time. And then we decided on a time to call and, you know, discuss the movie, which felt still like a date. So yes, we made that work together. Yes. And I think it's what we also did. For example, when I discovered a podcast, I think I was passing through, which is about storytelling and travelling. And I discovered it, then I shared it with Kwame. So I would always listen on my way to work. And then once I listened, I would text him like, wow, this is so cool. Like I would just share with him that he would. And the topics were also relatable to us as well. So so we would like discuss that as well. And it seems like a small thing, but it really helped us to dream about things and discuss storytelling, discuss our careers. So try to find things or media that you have in common, like whether it's movies or Netflix or podcast or articles. So maybe a minor C in now and its conversation. Yeah, definitely. So it's like the warmth of conversation is also really good. Yeah, you try to find another C, common ground. Wow. To have a conversation on and then you take it from there. And it's just something you two have. So it makes it feel cute. Oh, I don't know. I'm done. OK, and the second one I had was putting things, put a dot on the horizon. So for us, it was important to, even though it was far away, we would know like that is when we will see each other again. So you're working towards something. Even if it's far away, you can save up to these months. And even also it's also a reminder like, OK, then we will be together. So these two will pass. It was really a reminder like, OK, this is not a permanent state. We will be together at some point. So you also kind of commit to a certain timeline of making sure that you see each other again. Because if you leave it in like, oh, we're not sure, we're not sure. That is not really motivating. Yes, so you need some kind of commitment as well to a certain timeline that you make sure that, yeah, OK, we'll save it up for six months or whatever it is. And we can show that one person will either come either way so that you see each other. So there's also that agreement and longing to see the person. Yeah, definitely. And I think it's sides. Effect of having to work towards a certain moment that you're together for two, three, four weeks, depending on how much freedom you have, it comes with a lot of pressure because in those few weeks, you have to do everything. You have to enjoy it together. You have to catch up. You have to cuddle. You have to fight. You have to communicate. You have to go on dates. You have to, you know, it's a lot. Yeah, put all that in the space of three weeks to a month at most. So it comes with a lot of expectations and pressure. And we also struggled with that in the past, that there was one visit when I came to Ghana and we're both looking forward to it. But Kramer wasn't really in a good place. Yeah, there's a lot of pressure on him from the work side of things. And he was really caught up in his head and he wasn't present. And what we did then or what I decided that I needed a break because it was really getting to me, not in a break from a relationship, a break from just the peace of mind, just from the situation. Because I wasn't sure how we're going to kind of handle this because I'm here now, but you are not here presently. Yes, and I decided to go to an Airbnb for two days at the beach. Kramer was in Accra and it at work and it might sound controversial because well, you are you want to be together because you work towards this for such a long time. But we needed to figure out how we can still make this trip a success without, you know, losing each other in the process of that. So taking that space was actually really important because then it gave us time to just breathe apart from each other. Yeah. Yeah, so that you can actually see the situation from a wider view. Yeah. And also calm your spirits in the process which eventually made it easier going forward because when she got back from the trip, I also managed to get a day off and then I ran away. I don't know if I ran away. Yeah. And we went to Hilbury, yeah, I think so, just to have a day off together like just that rebellion of, you know, not seeing each other also also being in the same country and still missing each other and going out and having fun together and just chilling. It was it was really good. Yeah. And I think what made it work was that we even got a comment from a friend about it. Like, I got a question like, why did you leave when you're finally together? And that made me upset because I was worried. But in the end, we talked about it and we decided that this was what this was what worked for us. Yeah. And because I knew we were on the same page, I could let that comment go. So I really, for me, it's well, you have to make sure that it works for you too. Yeah. So, yeah, always, always make sure you're on the same page. Yes. About the things you do. So even when the outside world is like, oh, why did you leave for two days while you're finally together?  So we can manage your facial expression when you say it. So make it work for you guys. And I acknowledge your pressure and expectations and try to find your way around it. And the final one. No, we have a few more. I think connected to this one, like, do your own thing is find your own rhythm. Yeah. So I remember in the beginning, he was outside calling because there was no network in his previous house. I mean, it was terrible in terms of like, because we call over hours. And if I'm in the room, it was literally non-resistant. So I was done outside and standing outside also means that it's a lot of mosquitoes, you know, that you have to deal with and all that. But it's compromised because then, like we're saying, the best way to actually connect was to hear each other's voice, the warmth of knowing that the person is saying this and not meaning something else was good. So even for 30 minutes or whatever it is, you stand outside or I stood outside and get bitten by mosquitoes and still talked. There's that compromise that you have to deal with. Yeah. And I think for me, the time difference and all and how demanding Kramis work was, I knew like we can't call after eight. For example, because then he would go rest and, you know, wind down and everything. So it's also compromising. OK, what schedule is the other person on and how can we adapt to that? I think it's very important. And another how is also, I know Krami doesn't want to talk about this, but I wanted to include this. So of course, when you're not physically together, it's difficult to be intimate or the intimate part of your relationship. I think it's still important to share like the sexy side of your relationship. And I don't mean that you can figure out what that means for your own relationship. But for example, what I did is whenever I felt beautiful or I felt fierce, that I would just make a picture to also show that, you know, I'm also a sexy you being like, I'm your girlfriend. And this is how I look today. And I want you to see it. So define intimacy for yourself. Yes. I want to go. Yeah, I've got a shot. So try to define it for yourself and also try to talk about it because it is part of your relationship. And if you're struggling with it, try to find a way together.  There are so many ways to connect digitally and still make it sexy. And yes, it's restricted, but look at what you can do. And yeah, make it sexy. It's possible. It's not easy, but it's possible. Yeah. And then my last. And part is do small things for each other. I love writing, so I wrote Kwame a lot whenever I could get a chance. I would write in postcards or letters and whenever somebody would come to Ghana. Yeah, I would ask the person to bring it. Or you send it through the embassy. All right, send it through the embassy. Yeah, I don't know if they should be out there. Birthday that she sent me a box of memories and pictures and, you know, clues to do things. And that's what she's really good at doing things with her hands and writing and all these things, which I mean, these sentimental things are they make it easier for you to also, like, miss the person and long for actually wanting to be together. So these small things that you do for each other. Luckily for me, I was on air. So, yeah, I would do a lot of, like, even though people didn't know, Elaine inspired playlist and only her would know that, like, the whole session I was playing was songs that we knew or loved.  Yeah, we know that you are missing somebody. Yeah, OK, but so these are little things where some of the things that we would do for each other and try and keep things alive. Yeah, and I also think that, for example, when I sent the birthday box, I had, like, joy because when I was putting it together, like, what should I put in? It couldn't be too heavy, but I still wanted to do something, you know, what would remind him of us and his dreams and how we want to move forward. And also, like, it brings you into funny situations because I had to drive to a wooden to a stranger's house who would go to Ghana and then I would arrange that a friend of us would pick the box and I remember that birthday video. Oh, my God. Then I danced. Oh, the. Oh, yes. I do crazy things. I did the birthday dance on Instagram. Like, I don't I have no shame when it comes to, like, love or, you know, showing. And I think I think that was a bit too much for you. But I mean, it wasn't too much. Like, yeah, I also enjoyed that video and I did it together with my sister. So it also isn't when you are doing small things for each other, you also make it an experience, you know, prepare it, have joy in preparing it, like, you're nervous when he's going to open it, all these things. I think you even left the box on your bed or something like the first thing in the morning, you would see the box where you could open it because I told him to wait till his birthday. So try to look at what you can do. And then try to make the most of that. Yeah. And there are always ways of maybe sending flowers or cards or play a song, make a playlist. You used to make really nice playlists for my birthdays. I don't know what happened to that. You're here now. We were dancing. So, yeah, so all in all, it boils down to compromise creativity. And then in your why it's about communication and commitment. Yeah. I think that's what we wanted to share. We would really love to hear your tips and tricks to long distance. Have you been in long distance? Are you currently in it? How are you managing? And I have to also say that these things, although they were in long distance relationships, apply to any relationship, whether you are together or not. There's a commitment. There's the compromise. There's definitely communication and there's the creativity because you always need to keep the spark alive. Maybe that's why we like traveling every now and then. Yeah. You know, doing things together. It's important for us because that's how I mean, it makes a few new and fresh all the time. Yeah. Yeah. So let us know in the comment section. Comments. What do you also do in whether it's long distance relationship like we just discussed or even your normal relationships, what you do, we'd like to know about it. And if you like this video, please give it a thumbs up. If you haven't subscribed to the channel, do that. We're not having these conversations. I post videos about things that I've learned on the way of my freelance. And so, yeah, that's it for this edition of the vlog. Yes. Yeah. We hope to catch you next time, right? Yes. Bye-bye. See you. Peace. Okay. That's what you always do. How long is it?


Welcome to today's presentation. We're going to be going over criminogenic thinking. Over the course of the next hour, we're going to define criminogenic thinking patterns, compare and contrast criminogenic and addictive thinking patterns. We'll identify behaviors employed because of these thinking patterns and explore the benefits to these behaviors and thinking patterns. Then we'll identify interventions to address these patterns and try to help our clients move from relapse and recidivism to recovery. So some of the characteristics that we've talked about in our previous discussions of people who either are involved in the criminal justice system and or have addictions, low self-control. And we use that term, we define that term when we're talking about theories of criminal behavior. Referring to impulsivity and inability to delay gratification. They want what they want and they want it now. There's not a whole lot of thinking between wanting and getting. So this ability to delay gratification, to ride the wave, whatever you want to call it, is one of the characteristics. And we're going to go over these. I want you to kind of put yourself in the mindset of this person so you can understand why he or she may behave this way. Defensive and or manipulative. And I put those together for a reason because our clients who are smarter and it's not necessarily IQ smart, it may be street smart, can be a lot more charming and manipulative when they feel like they're getting backed into a corner or being criticized. And they can kind of work their way out of situations, whereas some of our other clients who are not as savvy may become more defensive and aggressive and push people away instead of finagling out of the situation. So defensive or manipulative. Here and now orientation. Not really thinking about what the consequences are going to be a week from now, a year from now, or thinking about what the consequences have been in the past. Poor interpersonal skills, especially when it relates to the willingness to employ empathy and healthy communication skills. Some people have the ability for empathy and they've just locked it down because they feel like they've been done wrong so many times and they feel like they've been hurt so many times. They're just like, you know, heck with it, I'm done. And communication skills. Some people have them and don't employ them. Others just don't have them. But it's important to understand that we can teach people how to empathize. It's something that we see in preschool classes when teachers are helping the children learn how to take someone else's perspective and they say, you know, how do you think Johnny felt when you hit him? And the little kid goes, I don't know. And she says, okay, well, how would you feel if Johnny hit you? Well, then he knows how that would feel. Empathy is helping the person figure out how to take that perspective. Like I said, some people just never learn that skill. They're never really taught that skill and it's kind of there, but it needs to be developed as we develop. Low self-esteem. You know, if you've got poor interpersonal skills, you don't feel good about yourself. You're impulsive, you're in, you have an inability to delay gratification and we'll just jump down to, your coping skills are ineffective. You may feel hopeless and helpless and frustrated a lot of the time, which may contribute to low self-esteem. Very few of the clients that I've worked with in the past two decades have come in and had great coping skills, great communication skills and great self-esteem. You know, the communication skills may be there and they may be used for manipulation as opposed to actually stating what they're feeling. So that self-awareness is another thing we're gonna talk about. So kind of getting into the mind of how our clients are feeling when they come to us. In the last presentation, I made the point that for many of our clients, even if they haven't been caught, they are breaking the law. One way or another, they're breaking the law. Do you guys using illicit substances? There's a whole laundry list of things they may be doing. So I don't wanna draw an artificial line between addicts and lawbreakers because these are people who are engaging in the similar behaviors and we're gonna talk some more about that. Whoops, oh yeah. So when we talk about criminal thinking patterns, we think about closed channel thinking and the same thing with addictive thinking patterns. And I'm gonna go through and define each one of these as we go through the presentation. Now a criminal thinking pattern, the person who is using this thinking pattern has a victim stance. Everybody's against them, there's nothing they can do but they feel more angry and irritated sometimes. Whereas the addict has more of a self-pity stance, oh poor me, look what happened to me as opposed to look what you did to me. The good person stance, the criminal thinking pattern says I'm a good person. I may have done a whole lot of bad things but overall I'm a good person and I'm gonna focus on all the good things I've done and ignore any of the bad ones. Same thing with the person who is really into their addiction. Both of them tend to think they are unique. They can get away with things other people can't get away with. They're smarter than other people are. They are different. You just couldn't possibly understand what they've gone through and they justify a lot of their actions by being so unique. Fear of exposure is prominent in both of them. Both the addict and the criminal, if you will, really have a very low self-esteem, a very little ego strength. So this fear of exposure is the fact that somebody may realize that they are vulnerable and vulnerability is not acceptable in criminal thinking patterns, in criminal circles. And fear of exposure in the addiction may be fear of exposure of the addiction and potential loss of that. But also fear of exposure for all the things the person has done because they feel really bad about all the things they've done but they're not gonna tell you about them because they're gonna try to put on this facade of being perfect. Lack of time perspective, that's the, I need it, I need it now and you need to do it for me now. Thank you very much. Not being willing to take perspective of what's going on for other people. Selective effort, I'm gonna put effort into what I want to. In criminal thinking patterns, there's the use of power to control. I am going to sort of bully you into doing this, that and the other.  Something that provides power in that particular social circle. Use of deceit to control is more of the way the attitude goes about getting control, lying, manipulating, rationalizing, justifying. There's not as much power exertion. The criminal seeks excitement and sort of that rush, that power. Again, we're back to power. They're wanting to feel like they're dominant. The addict wants the pain to stop. And so, in this particular presentation, we're gonna talk about seeking pleasure first. They want the pain to stop. They wanna feel normal. For a lot of our clients, it's not feeling good. It's just feeling normal. And both tend to take an ownership stance at a certain point of everything. Relationships, people, events, it's just, it's all about a transaction because they've divorced themselves emotionally from so much of what's going on. So closed channel thinking, which is common to both, people are not receptive to constructive feedback and they're not self-critical. So you can't provide, and I mean, think about it in a treatment setting, in a residential treatment setting, with someone who has closed channel thinking. And they're not receptive to constructive feedback and they're not able to give them self-constructive feedback. So the counselors are really kind of in a quandary because it's really hard to work with a person who's not willing to look at anything. And there's no disclosure. It's like, I am, remember, we talked about the good person.  I don't remember what I got pulled over for. I don't remember why I lost my license or when you ask about trauma or being the victim or perpetrator of a traumatic incident or abuse, that's none of your business. If you have someone, and this happens in residential treatment, I can tell you I experienced it when people would come home from either work phase or they would come home from being out on furlough. And they were late or when we called in to check up on them, they weren't where they were supposed to be. And the response was always something like, well, I didn't lie. I told you I wasn't at X, Y, and Z. I just didn't tell you what I was really doing.  So when we're talking about, and we're gonna take a little detour to like 12 step philosophy here, when we're talking about step one, when we're talking about getting honest about what's going on, people need to be honest with themselves and they need to tell themselves everything that they want to know and everything they don't want to know. So this lies by omission and lies by commission are really important in the early treatment process, helping people understand and identify their justification and minimization patterns. Close channel thinking, these people are good at pointing out and giving feedback on the faults of others. Why? Cause they don't wanna look at their own stuff. They wanna paint this facade of being perfect and if I'm gonna paint this facade of being perfect, you can't look too close. So if I don't want you to look too close, I need you to look everywhere else. So I'm gonna point out and give feedback on the faults of others, whether it be staff members or other clients or Jim Bob that I work with just to get you talking about something besides me. Some of the ways people exemplify this is by saying to somebody else, well, if you would have done this, that or the other, then I wouldn't have. It's your fault that I did this or you have no room to talk about me when you fill in the blank. And we hear this a lot in treatment groups. We hear this a lot even with staff and helping staff understand the function of this behavior.  When the person starts to feel threatened, when they start to feel vulnerable or exposed, they are gonna try to protect themselves, which may mean putting you on the defensive. It may be pointing out other people's faults. It may be trying to distract. It may be lies by omission. There are a whole host of things, but basically this closed channel says I am going to focus on all the things good about me, not focus on anything that needs to be fixed because there's just so much there, it's overwhelming. And if you try to go there, I'm going to make sure to throw up as many hurdles as possible. So the benefit of this behavior is it's protective. Most of our clients really rely on external validation. They rely on other people to tell them, you're okay. So if they show vulnerability, if they show that they're less than perfect, it can really be very threatening to their self-esteem, which is weak at best. They have no ego strength. They can't say, you know, I'm good. I make mistakes, but overall I'm a good person and believe it. Now they may say it, but getting them to say it and believe it are two different things. Victim stands, viewing themselves as victims. They have this extremely external locus of control. They're going to blame everybody else for their problems. What's the benefit to this? They don't have to look at their own part in it. They don't have to accept responsibility. Why? Why would somebody do that? Because if they accept responsibility for making a mistake, it means they're not perfect. You see, we keep going back to this. I have this very, very thinly veiled facade of perfection that I want to show to you because I want you to approve of me and I want to, you know, not feel vulnerable. So if anything starts to unveil any vulnerabilities, I am going to try to react to protect myself. So this is the benefit. Sometimes it's true. Nobody will give me a chance. Well, you have 17 felony convictions. So what was your part in that? We need to help them identify all or nothing cognitive distortions. Nobody will give me a chance. Nobody that you want to work for it right now will give you a chance. There are places I've never been in a city where there wasn't somewhere where someone with a felony record could get employment. It may just not be what they want to be doing. So, you know, we want to look at finding the exceptions. The fact that very few things ever always or never occur. We want to identify the things that the person has control over. Okay, you have 17 felony convictions. You know, let's say they're all for possession. None for sale, none for violent crimes, none for anything like that. Okay, so let's go with that. What do you have control over? You have control over not getting another criminal violation. You have control over what you do from here on out. Now, what can we do about this criminal record that you have? Can you get your record expunged? Can you get it sealed? You know, with 17, probably not. But when we, we can start looking with pro bono legal counsel at options that the person has. We can also start looking with like local workforce development. I was talking on Tuesday about the fact that certain workforce development boards in certain states will actually take out a bond on people who have criminal backgrounds in order to help them get employment.  It gives the person who's trying to do the next right thing an opportunity protects the potential employer. And it also gives the workforce development board the ability to help people not recidivate. Cause yeah, I mean, if somebody keeps going out and keeps trying and keeps getting smacked back down again, I mean, you know, in my mind, if you remember that game that we played when we were kids, whack-a-mole, that's how some of our clients, you know, that's how I envision them feeling a lot of times. They pop their head up and they get smacked back down again. And you know, at a certain point, you just don't wanna come out of the hole. So we need to help them find exceptions. We need to help them identify things that they do have control over. And part of that is linkages or whatever you wanna call it. But it is really important for both the person with the addiction who maybe hasn't been caught and has no criminal record and the person with a criminal record who likely also has some addiction issues. Blames others. Well, okay, so what's the benefit? What's the motivation? If I'm blaming you, then I don't have to take responsibility. I don't have to admit vulnerability.  So what's the intervention here? And we see this a lot in residential and IOP treatment. It's really important to help change this dialogue that people have when something goes wrong, the first thing they do is wanna blame someone else. Well, when something goes wrong, the first thing you need to do is ask yourself, what was my part in it? Used to drive me bonkers, my first supervisor.  I worked under him for 14 years. He was really taught me everything I know about supervision. But I would go in there after, you know, we'd get a complaint from one of the clients or something and I'd have to go in and tell him what happened and our corrective action and yada yada. His response to me was always, you know, I got this complaint, what did your staff do to bring it on? And I'm like, oh, that worked like twice. And then I realized that, you know, I had to answer that question first. I had to look at the three fingers pointing back at me or my staff before I started talking about the two fingers pointing out at the clients. So we wanna role play the other person's position to understand their motivation. If you're gonna blame this person for whatever they did, let's put ourself in their position and try to figure out why did they do what they did. And then the three finger rule. When you point out your index finger and your thumb are pointing towards whomever, but the other three fingers are folded back at you. So what part did you have in it? I would never get out of that meeting without identifying what our staff could have done better because we all make mistakes. And you know, sometimes it was very minuscule what staff could have done a little bit differently but there were always, there's always room for improvement. Likewise, there were generally some treatment issues to be addressed with the client. It wasn't just my staff's fault. I had a really good staff but it also wasn't just the client's fault. It was a whole bunch of factors that went together. And we had at any one point in time, it was a coeducational residential adult treatment facility and we had 86 beds.  So there were tensions that got kind of raised a certain point. So we need to look at what's the motivation and benefit. They view themself as a good person focusing only on their positive attributes. Well, I don't wanna talk about my negative attributes. Do you go into a job interview and go, hey, let me tell you all the things that I'm really bad at. So we have it all out on the table. No, you try to downplay those a little bit. Same sort of thing when you have a person who has a low self-esteem, who is trying to integrate into a treatment center, into a job, into a social setting, they're gonna start focusing on their positive attributes. If you don't feel good about yourself, you're probably not ever gonna volunteer the negative ones which leads to failing to acknowledge destructive behavior. When we talk about addictions, we talk about people trying to cover up and hide what they've been doing. When we talk about criminal behavior, same sort of thing. You don't go home on Sunday to your mama's house for dinner and go, well, I knocked over a liquor store this weekend and no, this is not something you're gonna be out and out sharing. You're going to be sharing the fact that, hey, I have money to help you pay your rent this weekend. We're not gonna talk about where it came from. They build themselves up at others' expense. All else fails, push other people down so you look better. Interventions. The constructive feedback sandwich. When we talk with clients or when we have clients talk about themselves, start with something positive. What did you do right in this situation? Then go to whatever needs addressing, what could have been done a little bit better and how. And then follow up with overall, it sounds like you did these things correctly and or you're happy about these things but you could do a little bit of improvement on this. So you wanna start with a positive, focus on the construction or reconstruction and then end with a positive. That way the person walks out feeling empowered, not smacked back down like the whack-a-mole. Explore feedback as a specific information about a changeable behavior. A lot of our clients, when we point out a fault, when we point out maybe that they are not participating in group. You know something or they don't seem to be engaged in the process. That's vague anyway. So we wanna give them examples of what makes me think you're not engaged in the process. But we also want them to understand that I know you wanna be here for one reason or another. And if a client is in treatment, if a client is in on papers, on probation and parole and doing the next right thing, they want to be there for a reason. Now it may not be to get clean, it may just be to get off papers, but they want to be there right now. So let's talk about the fact that I wanna help you achieve your goal, whether it's get off probation, get clean or both. So let's focus on this behavior because it's not you as a person that's a failure. It's not you as a person that I'm saying anything negative about. It's the fact that I'm not feeling like you're engaged because of these three things that I've seen. Always bring it back to a specific, changeable behavior and make sure the person doesn't take it as a global, internal, stable character trait.  We don't want them to take that away because hopefully that's not how we feel about them. Lack of effort or selective effort. Unwilling to do anything he or she finds boring or disagreeable. Well, you know, there's a lot of stuff that I don't wanna do and that I may find boring or disagreeable. And just if you're a parent, think about when you're working with your kids, trying to get them to do chores or trying to get them to do homework. There's selective effort, we all have it. It's not just a trait of an addict or someone in the criminal justice system. So the question is, why won't you do it? Why is it not rewarding or beneficial to you? And what is it that you have to do? What's the minimum to get by in order to feel okay about it? Well, it's boring. We do things because there's a reward. Let's just be frank about it. We do things because there's a reward. If you're going to work every day working a minimum wage job out in the heat, sweating your butt off, working for somebody you really hate, yeah, I can see why you might not want to go to work. So we need to look at what's keeping you from wanting to do this. Some interventions, because there are things that are disagreeable that we just have to do. The pre-mech principle says if you take something that is unpleasant, like homework, and pair it with something pleasant or have that reward available immediately after finishing the task, it's more likely for the task to be done. Now, I'm not gonna say that this was the best pairing in the world, but it was one that I did in college. I would do a subject of homework and then I would reward myself with some sort of dessert type treat. Thankfully, I only took three classes at a time or I would have weighed 300 pounds. But the pre-mech principle says let's pair it with something pleasant. Another example of that is when they've done some studies recently and opened some programs where they take children who have either attention deficit disorder or dyslexia, who have a hard time focusing and especially focusing on reading. And they pair that with animal therapy. And so the children read to the dogs or the children have the dog there to pet while they read to themselves. And for a lot of kids, having that animal there and available is reward enough to make it not unbearable. Decisional balance exercises go through whatever it is and say, okay, what are the pros to doing this behavior? Because we're talking about it because there are some reasons it needs to be done. Like paying bills. The pros to paying bills. Well, you keep your lights on. The drawbacks to paying bills. You may not have the money for it. What are the pros to avoiding paying the bill? You keep your lights on for a little bit longer but you may have fees or, you know. And then what are the drawbacks to putting it off? So do a decisional balance exercise with them and help them tip that scale. Help them make it so it's less unpleasant. The more rewarding choice, however you wanna put it, is to do the behavior. And finally, you can explore what it means to do the task. You know, I said earlier about having a job that you really, really hate. What is it about this job you hate and what does it mean to you? I've worked with clients before who have been adamant.  So we have to talk about, well, what does it mean to have an entry-level job to you at this point? And most of the time it comes down to, I'm older than most of the supervisors there. I've had jobs that have paid more than that, yada, yada, yada. But exploring what it means to that person and then exploring how they can make it tolerable, maybe viewing it as a means to an end. Sometimes you have to take jobs you don't like just to prove that you're employable. So let's look at this as a job and not a career. You're in it for 18 months. And then what can you do? How will that change the picture for you? So help them start looking at what it means to them to do the task. Help them maybe reframe that a little bit as opposed to being a hit to their self-esteem and being embarrassing and shameful. You know, the fact that they're doing the work is good. The fact that they're able to get there and show up and be a good employee is awesome and they're building up their reputation. Responsible living is viewed as unexciting and unsatisfying. Well, yeah, that's true some of the time. So there's no sense of obligation. We talk about this every single week. That dopamine reward has got to be engaged.  We're not gonna get that kind of a rush. But we have to have a sense of satisfaction out of whatever we're doing. So helping people identify what responsible living looks like for them and why it's good. It may not be exciting, but let's look at why it might be satisfying to do the next right thing. And learning how to defray or delay gratification because there's not always an immediate payoff. You know, like we're talking about on the last slide. Sometimes you've got to build up to getting to where you wanna be. And how can you do that? How can you endure that 18 months while you're demonstrating that you are employable and you are clean and sober and gonna continue to do the next right thing? What's the motivation to living irresponsibly? Well, it's definitely easier and more fun in some ways. Again, we wanna look at the premac principle. How can you make some of the things that you hate less unpleasant? And how can you make some of the things that you enjoy kind of coincide with doing those things? Laundry, for example. I really, really don't like putting away laundry. I don't mind washing it or folding it, but I hate putting it away. That's why I had children. No, I just, but so now whenever I do laundry, I fold it and then I have the TV on in the bedroom while I'm putting away clothes. Makes it a little bit more tolerable for me because I don't feel like it's just drudgery. Lack of time perspective. Now, this is one of my little pet topics, if you will. Some people don't use the past as a learning tool because they just don't choose to look back on the past and go, mm, that was a bonehead mistake. Okay, those people can use the past as a learning tool so they don't make the same choice. Some people cannot learn from the past and cannot forecast future consequences. They are just not cognitively capable of doing that. And these are our clients who have some level of fetal alcohol spectrum disorders. If you look at somebody's rap sheet and it's petty theft, petty theft, petty theft, petty theft, and it's just ongoing. It's like they commit the same crime and they pretty much do it the same way and they keep getting caught by the same cops and they don't seem to learn either how to get better at it or the fact that it's not gonna be beneficial to them. That's when we start going, okay, let's look at this. What would be the motivation to doing the same thing over and over and over again just to get caught over and over and over again? Sometimes they can't forecast the fact that, oh, if I do that this time, I'm gonna get caught this time. As clinicians, a multidisciplinary team really needs to diagnose FASD, but we can do a brief screening. If mom drank while she was pregnant, then we might wanna refer to back to a physician who will also refer to a neurologist and yada, yada, yada to get the diagnosis of FASD. But it is something that I strongly advocate people who are working with persons in the criminal justice system or persons with addictions to be aware of. Cause guess what? A lot of these people were born to parents or born to moms who were drinking, not all of them, but there's a percentage there. So let's rule it out. There are ways that we can address FASD and help people with FASD live a higher quality of life, same thing with things like schizophrenia, but we have to address it first. Lack of time perspective says, this person expects others to act immediately on his or her demands. How many times have you been in a session or just sitting in your office doing paperwork and a client barges in and just starts talking and tells you what they need to have done right now? My first reaction is go back outside and knock. Setting boundaries, helping clients learn to delay gratification is really important in recovery. Cause both in the addicted world, the street world, whatever you want to call it, the criminal justice world that is dominated by power you know, barging into somebody's office and telling them what you need them to do is the way they interact. That is the communication style. With people with addictions, whether or not it comes from the criminal mentality or it comes from the addiction, that impulsivity, inability to delay gratification, I want it now, therefore you need to do it for me now. We need to point out that that doesn't work. We need to help them understand that decisions on assumptions and feelings are not facts. A lot of our clients will make decisions if it makes them angry, they're gonna get revenge. If it makes them upset, they're gonna get even. Now, they're acting completely based on a guttural instinctual reaction that may be completely over-generalized. So there's lack of time perspective. We wanna say, okay, we need to slow down. You are in this adrenaline rush right now. Let's wait, you know, 90 seconds to three minutes until this passes and then let's talk about the facts and make a decision based on facts, not just feelings. We wanna explore relapses and re-offending for commonalities. If they're not learning from the past, we wanna point out these commonalities and go, I worked with one client for a long time who would go through treatment and he'd do really well for a couple of months and then he'd get into a relationship. Relationship would go south, he would relapse. Now, we went through this like seven or eight times. So we pulled him aside and we said, let's look at this pattern. What is the commonality that you see? Now, how you handle that and how you help him make different choices is gonna be up to the client and what works for them. But we do wanna help them identify what are certain triggers? With this particular person, he might be an outpatient, was an outpatient counseling after he'd get out of residential. And we had a piano down in the day room.  If he went down there and started playing on the piano, that told us that things were going south for him in whatever relationship was happening and he was on his way to relapse. So help him identify relapse triggers. The same thing can be true for re-offending. Re-offending is really relapsing into criminal behavior, whereas relapsing is relapsing into addictive behavior, which are very similar. They don't come from out of the clear blue. People start feeling disempowered, disenchanted long before they go back to their old way of acting and behaving, which was, guess what? Evidently more rewarding. We wanna provide training on problem solving using the wise mind. Help them understand it is not smart to make long-term decisions under a short-term adrenaline rush. The best thing they can learn to say is, give me a couple minutes and I'll get back to you. When it comes to anything, whether it's helping a friend move or whether you wanna take a job or whatever the case may be, and have them practice perspective taking. The example I gave of somebody barging into my office in residential treatment, you're around each other 24-7, so they get used to staff being there. And one of the things we had to set up was the fact that we can't just respond to crises at the drop of a hat. I mean, urgent ones obviously we can, but clients tend to make crises where no crises exist. So we set up times where they would meet with their primary clinician at the beginning and end of the day, so they wouldn't be going into my staff's office constantly because staff couldn't get anything done. When we first implemented this, obviously there was some blowback because the clients were used to being able to do what they wanted and get their needs met right then and there. So we talked about how that was part of the addictive process, but we also had them practice perspective taking. Imagine that they were in the middle of doing something and somebody barged in and said, you need to do this. It helped them get a perspective on what the counselors were going through. It didn't last for a long time, but at least for a few minutes, they were in the counselor's shoes going, yeah, that can be overwhelming when you've got demands coming from here and demands coming from here. Fear of fear. If you don't have a strong internal self-esteem, a strong internal compass that says, I'm okay, then our basic fears become even more prominent in our everyday life. Fear of loss of control, loss of control of people. If I don't control you, you may abandon me. If I don't control you, you may see my vulnerabilities and exploit me. So I need to control you. Loss of control of situations. If I don't control this situation, you may see that I'm vulnerable or I may become vulnerable. And heaven forbid, loss of control of emotions. Many of our clients really don't like to let it rip. They've gotten used to holding in emotions and everything's just fine. It's all good. When we know good and well, it's not fine or all good. And if you work in a 12 step sort of orientation, you know that fine is an acronym that represents things that are not exactly fine. I'll let you Google when it stands for. Failure and rejection. You know, we all hate to fail. We all really don't like rejection. For our clients, what they do is who they are. They don't have this internal concept of self that says, I'm okay.  So if they fail at something, they fear rejection because they fear it means that they are inadequate, which leads to this fear of isolation and the unknown. It's hard for someone who needs to control something all the time to be in a situation where they can't anticipate what's gonna happen. It makes them very anxious. A lot of this is because they're externally validated. They have low self-esteem. They require other people to tell them, you're okay. You're all right.  So let's work on self-esteem building. Let's work on helping them say, you know, I really actually am a good person and believe it. That's the key. They gotta believe it. And they've got to understand, recognize, and maybe even celebrate the fact that yeah, they may not be perfect at everything, but that's where, you know, our social relationships are beneficial because there are other people who are good at it. I don't have to be good at everything. I can be good at my stuff and you can be good at your stuff. And you know, we put our stuff together and maybe we can actually get a project completed. We wanna help them learn about these basic fears and fight-or-flight responses. So when you feel like you're afraid of losing control, how do you react?  Help them understand what they do. A lot of times, well, I can't even say that. Some clients will get aggressive. Some clients will start blaming. Some clients will withdraw. Some clients will just drink themselves into a stupor. Help them identify what they do when they start feeling like they're losing control of something and help them figure out what to do differently.  I think it's really important when we work with clients and look at their behaviors and look at what they do, do to help them understand that you know what, that is not serving you really well right now and there are other options that will serve you better, but that was your survival. That's the best you could do with the tools you had until now. Helping them understand that I'm not judging them because they didn't do it a certain way. You know, they did the best they could. I was in school for a really, really, really long time so I might have a couple other tools. There are other people who have lived longer than I have, who have been through similar situations than to what they have that may have some other tools that they can share.  You know, if anything, their behaviors up until now have shown a desire to survive and so let's help them survive or let's help them help themselves to survive in a happy, healthy sort of way. Power thrust, this need to be in control of every situation is not always gonna happen. What happens if you're not in control? You know, and this is what we always come back to asking our clients, what happens when you're in this position? How does it make you feel? Yeah, that F word comes up a lot. How does it make you feel when you are not in control? Tell me about some other times when you haven't been in control and what happened? So we can look at where they get this feeling from by exploring past experiences and what kind of taught them to think that they need to be in control all the time. Using manipulation and deceit. Well, if you need to be in control all the time, sometimes you gotta use power, sometimes you gotta use cunning, sometimes you just, you gotta do what you gotta do. Which means they're always looking for an angle to get the upper hand. They need to be in control. They need to have people indebted to them. What's the benefit? They've got the power. They're not vulnerable. They're not vulnerable. And they're not vulnerable to being exposed. Uniqueness.  Sometimes they think they're different or better than others and they're just like, I've got this. Have you ever worked with a client who is in recovery from an addictive behavior? And they tell you, I don't need 12 step. I don't need support groups. You know, I got this.  You really don't got this. They think, you know, especially because they've been in residential and they've got 30 days clean and you know, they've been doing the next right thing. Yeah, they may feel like they've got the world by the tail. When you point out the fact that a lot of people feel that way and then, you know, it doesn't end up working out, they feel like they're different. They want to believe they're different. They want to believe they're stronger, smarter, better. Who are you to tell me what to do? Well, you know, I am just a person. And really, I don't want a situation where my clinicians are telling clients what to do. I want them to provide a menu of options and help the client figure out what the best option is. Because we're not going to be there on their shoulder like Jiminy Cricket telling them what to do all the time. They need to learn the skills for how to do it. And they quit at the first sign of failure. Well, if they think they're different and they think they're better than others, then when they start to fail, it brings it back full circle to show them that, you know what, maybe you're not so different after all. And that's really scary. That's really scary for a lot of our clients. Partly because they spend so much time pushing other people down and trying to think that they're better than if they're like those people, they can't handle that. So we need to talk about what it means to be like other people who are in the rooms, like other people who are at support groups, like other people who are in therapy, like other people who are, what does that mean to you? Ownership attitude. Everything's a transaction or a commodity. It's either money, sex, power and connections, drugs, you know, there are probably other things that are out there. But everything is done in order to give me power and make sure that I get what I want when I want it. Helping people step away from that into more of a communal attitude is helpful. But of the behaviors that we're gonna be working to address in early therapy, this comes a little bit later. So we're not gonna spend a whole lot of time on it. So criminal thinking tactics, continuously pointing out staff inadequacies. Well, we don't wanna tell them that they're wrong. We don't wanna immediately say, well, what was your part in it? Because, you know, like I said, likely staff did have a part in it, but they did too. So we wanna thank them for their input. One of the things you might do, if there's one staff member that they continuously point out inadequacies about, you know, maybe supervising chores. And obviously this isn't a residential setting, but if you have that situation, maybe the client can be assigned to help the counselor who's on duty supervising chores and they can be assigned to help that person. The counselor is still in charge, but the counselor is able to tell them, tell the client what needs to be done to ask the client for input. Most of the time, clients don't wanna be in that position. They don't want to have that extra responsibility thrust upon them. So it doesn't really reward their behavior as much. Building themselves up by putting others down. Have them identify two positive characteristics about the other person. And have them explain what they gained by putting the other person down. Sometimes, if you don't have anything nice, it's best to not say anything at all. The caveat to that in treatment situations and in criminal justice situations is if you're talking about a behavior that is disruptive to the environment, focusing on and helping people focus on behaviors, not people. He's being lazy. Well, that, I can't fix that. What is he doing that you find disturbing or offensive? That we can talk about. Help them identify what specific behaviors it is. Telling others what they wanna hear. It's hard to correct this one because we all like clients who are really agreeable. But in reality, a lot of times they don't agree with us. So we wanna discuss what the benefits are to agreeing to this behavior. When clients used to come into our treatment facility and pick up the pace a little bit. One of the things, it was a 12-step facility so they had to go to meetings. And they say, okay, I'm down with that. I'll get a sponsor, yada, yada, yada. And you can just tell by the way they say it and the look in their eyes that they have no intention of doing it. So we wanna talk about what is the benefit to saying you're gonna do something you're not gonna do. What can you do differently? Because I'm not really interested in hearing what you're not gonna do. But I do wanna know what you're gonna do differently to meet the same needs. And how can you communicate that to me in a way that is effective? Lying and distorting the truth. Help them identify facts for and against the truth. Okay, this happened. So tell me about the facts that support your statement. Tell me about your facts that don't quite align with the statement. Vagueness always require details, who, what, when, where, why, and how. It's when people start to lie, they try to keep it vague a lot of times because then it's easier to go back and try to get you a little bit off kilter. Divert attention and throws focus. Encourage your staff to firmly stay on focus. Know that they're going to try to divert you. Help staff learn how to point out the behavior constructively and examine the motivation. Most of the time, they were getting near something the client didn't wanna talk about. So help them identify how to handle that to empower the client to say something like I'm not comfortable talking about that as opposed to just changing the focus of the conversation. Putting others on the defensive. Regularly use that three finger rule. If somebody's put on the defensive, you know, let's look at their part in it, but let's also look at what your part was. Accusing others of misunderstanding or attempting to confuse them. Document or record important conversations or and or have a witness for discussions about important things like behavioral contracts, treatment plans, anything that is crucial. Obviously you can't record everything, you're not gonna record treatment sessions. I do suggest that you write the progress note together and with the goals that the client is going to work on for the next week. Both of you sign it. That way there is no confusion about what was gone over in the session and what the goals were for the coming week. When clients minimize or rationalize, point out the discrepancies and help them understand that you say this isn't a big deal, but in the past I've seen these other things or you've said keeping your kids is important to you, but the fact that DCF is threatening to take away your parental rights, you're saying it's not a big deal. I'm confused. Exam and alternatives. When they say I had no other choice, you always have another choice. Choosing not to do anything is a choice. So what were your other choices? Now that you're away from it and that adrenaline's gone and you can think, because hindsight's always 2020, what could you have done differently and how might you do it differently next time? I'm not gonna beat them up over the past, but I want them to identify what they could improve upon. Agreeing without meaning it, we already kind of talked about that and ask for them to assert their opinions and their solutions. If they did something right once, that is awesome, but behavior change is an ongoing process. Encourage them to write down and keep a log of all the things they do right. That way when they make a mistake or have a bad day, they can go back and look at it, but it also makes them write down these things so they can see the frequency instead of thinking they're perfect all the time, but it also helps them see that they're doing better. Criminogenic need constitutes a dynamic risk factor or attributes that offenders use, and these can be changed or influenced the probability of recidivism. So we need to look at these needs, that need for self-esteem, need for validation, need for power and control, improve interpersonal skills, improve communication skills, and help them develop sane, sober, stable relationships. Complete decisional balance exercises and use motivational enhancement techniques, examine motivations for antisocial behavior, and identify alternate pro-social behaviors or tip the scale so it is less rewarding to break the law. Help them develop self-control and self-soothing skills and develop skills to avoid or cope with high-risk situations. Help them learn to develop responsibility for their own behavior and actions and recognize that those are behaviors and actions, not who they are as a person. Help them modify or at least identify their moral code of reasoning. Looking at past behaviors and reasoning for why they were okay then and discussing if those same behaviors are okay now, why or why not. When developing coping skills, use the Learn Practice Review. Discuss it in group, practice it in the real world, review it back in group, and identify anything that needs to be adjusted a little bit. Improve problem-solving skills and ensure they're able to meet their basic needs, like food, housing, medical care. Here are some resources that you can use. Most people who commit crimes have certain shared cognitive distortions, behaviors and needs. Some of these errors include entitlement, all or nothing thinking, impulsivity and that need for validation. Access to basic housing, food and employment is crucial as our pro-social support systems. Healthy communication and relationship skills can help people develop these things, as well as a positive self-esteem. It is also crucial to help people succeed by helping them develop a written relapse prevention plan or recidivism prevention plan, why? Because when they're in crisis, when they are stressed out, when they're angry, when they're in that adrenaline rush, they're not gonna be thinking back to, ooh, what did so-and-so say and what did we talk about? It needs to be handy because they are in their own state of crisis. So they need a written plan. If the criminal behaviors or substance use are serving to help the person escape or avoid pain and continue to be done despite negative consequences and produces physiological or psychological withdrawal, then potentially it could qualify as an addiction itself. Okay, hit fast forward on that one. If you have any questions, feel free to put them in the text box, feel free to send me an email to support at allceuse.com. Otherwise, your quiz is open in the classroom and I hope you have a great rest of your day.