Welcome, and Happy New Year, everybody. God bless you all for coming to your U.S. Naval War College. I'd like to thank everyone for being here tonight. It's a special treat. Not only do we have the Honorable Jeanine Davidson, the Under Secretary of the Navy, but we also have our Vice Chief of Naval Operations, Admiral Bill Moran. And together they're going to have a dialogue about civil-military relations. So it's my pleasure to introduce tonight's moderator, Professor Lindsay Kahn. Professor Kahn is a faculty member in our National Security Affairs Department, teaches both our core courses and a number of electives, including currently is teaching an elective in civil-military relations. Her scholarly research agenda includes a significant focus on broad aspects of this very subject tonight. And so, with no further ado, Professor Kahn. So I'd like to thank everyone very much for coming tonight. As the Admiral remarked, we have the pleasure of two very distinguished guests, and I will introduce them in just a moment. The theme for tonight is the two sides of the civil-military coin, military advice and civilian control. And we do have two senior administration officials tonight, as we mentioned, the Honorable Undersecretary of the Navy and the Vice Chief of Naval Operations, who can speak to us from both sides of that coin. Dr. Jeanine Davidson is the 32nd Undersecretary of the Navy, responsible for all Department of Navy Affairs to include Navy and Marine Corps integration, acquisition, finance, personnel, legislative affairs, and research and development. She also serves as the Chief Management Officer for the Department of the Navy. Secretary Davidson has almost 30 years of experience in military operations, national security policy, and academic research. Her noteworthy civilian positions include, but are not limited to, Services Deputy Assistant Secretary of Defense for Plans, Director for Stability Operations Capabilities in the Office of Special Operations and Low Intensity Conflict, and as a presidentially appointed member of the National Commission on the Structure of the Air Force. She was most recently Senior Fellow for Defense Policy at the Council on Foreign Relations. She has taught National Security Policy and Political Science at Georgetown University, George Mason University, and Davidson College, no relation, and has written extensively on a range of defense issues. During her military career, she flew combat support, airdrop, and humanitarian air mobility missions in the Pacific, Europe, and the Middle East, and was the first woman to fly the Air Force's tactical C-130. Admiral Bill Moran is the Navy's 39th Vice Chief of Naval Operations, functioning as a Senior Naval Advisor to the Secretary of the Navy and the Chief of Naval Operations. He previously held flag positions as Commander, Petroleum Reconnaissance Group, Director, Air Warfare N98 on the staff of the Chief of Naval Operations, and most recently as the 57th Chief of Naval Personnel. Prior to attaining flag rank, his operational tours spanned both coasts, and he commanded Patrol Squadron 46 and Patrol and Reconnaissance Wing 2. Additionally, he has held senior leadership positions as Executive Assistant to the Chief of Naval Operations, Executive Assistant to Commander U.S. Pacific Command, and Deputy Director Navy Staff. Please join me in welcoming our very distinguished guests. So civil-military relations is sometimes thought of as simply the art of avoiding coups. Samuel Finer's Man on Horseback. For others, the term evokes issues of public attitudes towards military personnel and military service. You might think of how the current Thank You for Your Service situation compares to the treatment of returning Vietnam veterans, for example. But a classic and crucial focus of the field is the relationship between senior military officials and senior civilian government officials. This relationship, on first glance, appears quite clear. The military officer offers expert advice. The civilian official, accountable to the public, makes policy decisions based on that advice, which the officer then carries out whether he likes the decision or not. But things are, of course, not that simple. When a non-expert asks an expert for advice, he or she may have difficulty evaluating that advice, especially if there is conflicting advice coming from other sources. When a military officer considers how to give advice to someone who is not an expert, but who is considering a large spectrum of other issues outside of just the military, should the officer attempt to tailor that advice to what he or she thinks will meet the decision-maker's larger needs? If a policy-maker decides on a course of action, the officer considers unwise. Should the officer continue to dispute that decision? At what point does one accept that the civilian official's authority allows him or her to make decisions the expert disagrees with? If a civilian official herself has extensive military expertise, that's one thing. But how should a civilian official manage a relationship in which he or she holds the authority but is dependent on the military officer for information? Our speakers tonight will hopefully be able to go into some of these questions for us, illuminating the realities and complexities of the civil-military relationship and helping us, the voting public, academics interested in security and defense affairs and military officers who will in future be in these positions. Hopefully help us understand both sides of the civil-military coin. Madam Secretary, would you like to begin? Sure. Thank you. Well, thank you. Thanks everybody for coming out on a cool Wednesday night and thank you very much to the entire faculty and to Admiral Harley. It's great to be here. I love coming up here. What we'd like to do is just sort of kick off a little bit with our own sort of personal experiences and a little bit of, in my case, a little bit of academic experience and then kick it open for questions from you all because what I think is important and I think Admiral Moran feels the same way is doing what we can to help prepare you for when you potentially are sitting in our chairs or similar ones in the future. So for what it's worth, I came to this topic, this whole idea of civilian control of the military not when I was an Air Force officer, I was a junior officer, but then when I went to graduate school and I remember reading as many of you probably have about the Cuban Missile Crisis and it really struck me how President Kennedy was definitely, you know, looking for options from his military advisors and not necessarily getting what he wanted. What struck me was that there was this very tense dialogue or debate, perhaps. The president had to consider things that the military hadn't considered. The military brought him options to do airstrikes and he kept asking the same question over and over again and they didn't really have the answer which was, okay, so if we do that, then what? And then what? And they'd say, well, that's our military objective and it was very sort of cartoonish in a way from us these days when we look back at that. And at the scholarly level, we look at that case study and we think if it hadn't, Kennedy gets a lot of credit for really pushing and really sort of trying to find a more creative way and even when he did sort of settle on a blockade, he still did not actually understand or he was not aware of the fact that there was just sort of a cascade of actions that he had put into place just by saying yes because the military had presented him an option but they didn't tell him, okay, and then when you say yes, this is what's going to happen and this is what's going to happen and this is what's going to happen. So he didn't really have a good sense of how things were going to unfold and it really struck me that that's kind of a dangerous situation to be in if you're president of the United States and having recently been a military officer, I sort of really questioned, you know, how I sympathized with the military guys who were saying, you know, once you say yes, man, turn it over and we'll get it done for you, don't you worry. On the one hand, on the other hand, you know, I sort of thought you kind of want to know what you're asking these guys to do in a little more detail. So that was my sort of first eye-opener. After grad school, the Iraq war happened and I was, Mara was finishing grad school, I don't remember exactly where I was, but on my way to my next job in the Pentagon and I was thinking, kind of watching this thing, like many of you probably did, unfold on television, thinking like knowing that Iraq was going to fall apart and knowing that we didn't have the right forces in there and thinking who made this decision and didn't they ask that question? Like whose job was it? At what point in the whole process certain somebody had been saying, okay, okay, okay, so we get to Iraq and we knock over the country and then what? You know, nobody asked the and then what question? And it sort of blew me away just watching it on TV. Fast forward a few years later and my next experience was when I was the deputy assistant secretary for plans and I took that job, I had that job from 2009 to 2012 and my job was basically to review and tee up for the secretary of defense approval for these war plans, me and my small civil and military team and I was on the job for about a month when it dawned on me that all of a sudden it was my job to ask that question. Like when they came in to bring the plans and they had whatever they were going to do and whatever options they were presenting that was sort of the role of me now that I was a civilian to say and then what's going to happen and you need to help the secretary understand how this thing is totally going to unfold and I loved this job because it was fascinating but it was also surprising to me that for three years that was very hard to have that conversation with the military planners that even back then and I think it's changed somewhat but even back then the concept that we were all taught of military advice was this is my military advice or even maybe there's a couple options but there were hardly ever more than one option because in order to develop a fully fleshed out option that you as a commander felt comfortable presenting to the secretary of defense and potentially to the president of the United States you kind of want to know that it's going to work and so in order to know that it's going to work you do all the wargaming and all the analysis and it takes a long time and then this is your option you don't have time to do three options and so that was problematic. The other thing I learned in that job that I think is relevant sort of at a career level I had an interesting staff I had half of my staff on one side of the office were lieutenant commanders and commanders 05s and 06s and on the other half were civilians mostly in their early 30s and that was a bit of a culture clash you can tell the officers coming in who fresh out of the battlefield many of them are fresh off the ship who are these kids and why am I supposed to treat them as equals likewise you had the civilians the only time they've ever met any of these senior officers they're making coffee and they're in the cubicles right there with them so the idea that there are senior leaders in the military their idea of the military is very skewed because they'd only ever seen it in the Pentagon so we used to have these conversations to try to bring them together and those of you who haven't served in the Pentagon yet this is what I would tell them I would say to the civilians you gotta realize that these guys just came out of command they led thousands of troops potentially this guy over here was skipper on a ship commander of an aircraft carrier 5,000 people on that ship they're like big time leaders I know they just make coffee and do PowerPoint slides with you guys every day but you gotta have some respect and ask them what that's about but don't be intimidated by them either because you have something to offer that they don't have which is what I would say to the officers who would kind of be like who are these young bucks to listen to this little girl or young man whatever and I would say you know in the first 10 years of your career like mine I mean I was learning to fly the airplane I never read closet wits or I wasn't studying the kinds of things that you waited to war college to learn these guys have been doing this for 10 years they know the Pentagon they know international relations theory they know deterrence inside and out that guy over there's got a PhD in you know Middle East relations I mean they actually as a team you guys have it all so you've got to learn to understand that a lot of these military guys never worked with civilians in their lives so that was an eye-opener and then my final experience so far has been working with this guy for the last year and civil military relations in the service is a little bit of a different animal you know it wasn't plans it wasn't operational I mean on the day-to-day basis we're kind of like the COOs of the Navy we're managing this ginormous budget we're dealing with the crazy bureaucracy the third deck which is what we call OSD which is because they're on the third floor and I think what's helped us do this is that we openly talk about this stuff you know like what's your expectation for the undersecretary what's your expectation for the vice chief remember we actually did have a conversation where I said I am not a commander I'm not going to try to tell the sailors I'm not going to get out on a ship I'm going to do things that you should be doing you know but I'm a senior department of the Navy leader and that's different it's really hard to sort of draw a clear clean line because you know when bad things happen in the Navy we both feel like we need to get up and be responsible but we definitely have slightly different roles and so there are lots of different parts that we call animal that we call civil military relations so with that I'll wait and see what kinds of questions that you have for us and Bill can now say all the things that I got wrong not at all I just want you all to remember that she said I should be out commanding sailors at sea so as my senior civilian boss I'm going to take you up on that since I only have eight more working days in the Pentagon tell me what I need to sign hold on I got a whole list so I wanted to be known that I have done PowerPoint for Secretary Davidson she demands a lot of PowerPoint from all of us tough boss seriously great to be here tonight always love coming to Newport it is for a lot of reasons the cradle of intellect and good thoughts international, different perspectives inter-departmental and I always love to get a sense of the crowd we're talking to and so a quick show of hands the international folks here tonight okay great and how about the number of military students that are post what we would call 05 command your first command post 05 command how many of you okay how many pre-command assuming you're all aspiring to command something someday how many pre-command okay so we're split pretty good let me tell you my journey having never sat in your seat prior to command of anything and I got to war college 25 years into my career so I got to master is it a much later date than you're supposed to but that is the Navy isn't it for all the Navy folks in the room I mean you have to scrap and crawl just to get up here and get to be part of a year of study so that's the Navy the Navy's got some work to do on that and we're working on that so my experience with this discussion on civil relations both immediately devolves into civilian control of the military and I don't mind getting those into those conversations that discussion tonight but really it's a two part discussion one about relationships and one about the law the law says civilians control the military so I'm not sure there's much of a discussion to have but there is a serious discussion to how you build relationships to make that work well and so that's where I would focus it on and I'll be perfectly frank with you like most of the Naval officers and probably other services in the room I never gave a thought to this topic at all until I got to war college almost at least on a theoretical side in a practical side I never really got to experience it until I was about the 20 year mark in my career and that is because operational in my whole career for the most part out flying airplanes operating all over the world in one staff job in the Bureau of Naval Personality at a young age but even there it wasn't about civilian military relations at all and when you're an O5 commander in the fleet you're working with sailors and you're working with yards and you're working with depots you're not really working in the structure like we're talking about tonight so immediately after my command tour my first job was by serendipity I was selected to go out and interview competitively interview for a job out at Pacific Command when I found out I was the only person in the package I knew the competition was going to be tough so all I could do was screw it up so I get out to Pacific Command and my boss at the time a wonderful guy a Rhodes Scholar very intimidating because he was brilliant he had a photographic memory he still does he's a dear friend and mentor of mine Admiral Daddy Blair who started grilling me in my interview it wasn't hey Bill how you doing where's your family from where'd you grow up it was hey what do you know about the joint staff structure and who named me two under secretaries of defense and just now I got I'm failing this interview so I'm going to lose to myself tonight and literally got got out of that interview and of course long story short he selected me for the job and there was nobody else available apparently so deputy EA at Pacific Command in that front office there's the commander there's the 06 executive assistant and then there's the deputy and then all of the the staff directors underneath and within a few months of being in the job Mahimi Maru Greenville collision off the coast of Hawaii we got thrust into a political military discussion a very tragic event a tough one for arguably our strongest ally in the Pacific at the time and continues very very very challenging time for my boss who had to balance across the whole spectrum of relationships not in the classic sense of civilian control the military inside the Pentagon inside the structure of defense but inside the State Department inside how the NSC is operating trying to balance the messages and the impacts to the relationship my head has spinned me because I don't that's not an operational discussion so much as it is what are the potential impacts in the future of our relationship with the key ally that you know if we had to go to war in the Pacific they got to be there with us and those conversations thrust me into this civil-mil relationship that I was not ready for within a couple months of that guess what happened EP3 Hanai Island remember that and within a couple months of that what happened 9-11 so within nine months we had three major events that were all international in scope all challenged our ability to navigate through relationships with allies and partners around the globe and challenged me to understand how to give my best support to a boss who's dealing with all of that dealing with Secretary of Defense a new administration relatively new administration and all the challenges that go with how do you support the Joint Chiefs how do you support the combatant commander echelons below that structure all the way through so it was an amazing time my 39 months at Paycom as the DEA and then my last 18 months in the job where as the EA to Admiral Fargo who took over not long after were a rocket ship it went by in no time and finally Admiral Fargo let me go to Major Command where I took my experience at Paycom thinking at the strategic level and had to immediately figure out how to get back down to the operational tactical level but with always a mind towards or an eye towards how my teams were going to operate forward in a very politically charged tough environment whether you were in the Pacific or in many cases the squadrons I was commanding were in the Middle East supporting that effort so it was a very challenging time for me operationally but I always found myself thinking about the political military discussions that I had at Paycom where I was part of or at least I got to sit on the sidelines and listen to it and then two years go by in a heartbeat in Major Command and I get the Bureau those great guys in the Bureau that we all love dearly don't we yeah they called and said hey you're going to war college and I said war college I got 25 years in the Navy what am I going to war college for I don't need to go to school now you're going to war college you got to get that joint thing you got a state competitive so I went to national war college where I got a wonderful introduction into civilian military relations because half of my classmates were or at least in the syscoms we had a wonderful class a wonderful mix of people civil relations we had guest speakers at the time like Lieutenant General Petraeus Lieutenant General all these combat warriors and many of my classmates had been three or four times back to Iraq and Afghanistan so we had a clash of right and wrong in our minds about whether the civilian guys got it right whether the military guys got it and guys got it right or not and it was a fascinating year and shortly after leaving that job I ended up in the Pentagon working for Admiral Mullen his EA as he began to transition to be the chairman of the Joint Chiefs and what did we talk about we talked about civil relations high on his radar was trust and confidence in the institution of the military by the American public because remember this was 07 right before the surge and that's right when you came into the building and those debates were raging in 07 and 08 Admiral Mullen Admiral Ruffhead and then I found myself in the middle of civil relations outside of warfare and deeply embedded in program and that's a whole another world building relationships and building relationships with our civilian friends in OSD in Navy and other places so this whole discussion about relationships is really where I think we need to focus our energy and how do you deal with that if you're like me and many of you probably are your first exposure to this is when you get that first assignment to by the way I have a photographic memory too and I remember every one of you with your hand and I'm going to look you up and we're going to bring you to Pentagon or at least Washington DC and then you'll never like me again but seriously your first real exposure to this idea that you've got to build relationships with our civilian partners in every organization not just defense will become very apparent and you've got to work through this my sense is that when we talk about and our Secretary Davidson discuss this best military advice can often be viewed as a cop out for having to really intellectually dive into the issues and have conversations deep tension filled conversations about topics and they can be small and very large and I found myself in the middle of all those from about the 05 level all the way to where I am now and it's hard but it's all about getting to know each other and appreciating the fact that we all come from different places and different experiences you know I don't often get to work for a 25 year olds undersecretary of the Navy but I am and her experiences in the Air Force and in academia and OSD have taught me a lot and made me think differently about what comes as the Vice Chief and then provide my insights I won't say best military advice I like to just say hey if you're willing to talk to me based on my experience and my insights and how I feel about things then we're going to get along just fine but if you try to box me in to this Samuel Huntington model of you know we are only in this category which is what we often get accused of we're in the uniform then the civilian side doesn't get us and Jeanine talked about that really well on the flip side of it is we can't come in with our own guards up about who we're working with on the civilian side and so you just got to work through it it's a human endeavor and it's one that I think if you really dive into it no matter what job you have you're going to find that your experience is that much richer at the end of the day so I really look forward to your questions and getting into this in whatever shape or fashion you like over you Thank you sir if I could just follow up on something that you said at the end that you mentioned that giving your best military advice is sometimes viewed as a cop out if you could expand a little bit on what you think about when you are trying to give your best military advice and also if it's different when you are advising for example do you come commander or when you are advising a civilian secretary hmm I guess I can honestly say I've never sat there and said I'm just going to give you my best military advice because my experience at war college was I walked away from that conversation more often than not thinking like we're just copping out of the conversation if that's what we're going to say if we're going to finish it with well I gave you my best military advice it has never worked for me so I would tell you that no matter who it is and this goes to my grandkids too we sit there and we talk about things we debate things and if I feel like I'm losing on the losing end of that conversation then I probably haven't got enough information to win that conversation and I will walk back to my cubby hole and take it all in deep breath and say okay did I was I wrong and if we're not willing to admit we're wrong on important topics that we deal with every day then we're probably never going to get it right and we'll always end up in that box of this is my best military advice and so I try to avoid that as much as I can so more of a conversation than a sort of here are your options what are my orders I've been very lucky that I've never worked for somebody who got so energized that I felt like I was in more than a debate I always work for people who were very calmly taking my input and I got to listen to theirs and more often than not they were right and I was wrong and I learned Secretary Davidson I would love for you to talk a little bit more about how you view your role as a senior civilian in the service secretary position do you how do you approach that role do you see it as a bridge do you see yourself as sort of an advocate for the service to hire civilian authorities or as a translator between the top and lower down if you could talk more about that yeah it is different in the services I think that I'm a little bit of all of you both because it depends on the issue right I one time asked a retired four star who I respect a lot retired admiral when I first came into the job what do you think that the military expects from under secretary and secretary and he said well we expect you to do the things we can't do to make us do the things we won't do right so things like you know integration you know I mean that's probably a good thing you know on a day to day basis he said you know we're going to wake up every day and we're going to keep doing what we're doing we're going to operate the force and you know there's a reason why it's the chief of naval operations we're focused on the war fighting mission and sometimes there are things that need to change and so recognizing that and being the one that can push for that even if it's unpopular at first sometimes that comes from congress we haven't talked about that but there's a whole other civil military dynamic that is congress you know see that a lot as an under secretary because people often say that the under secretary position is like the COO of this ginormous enterprise and the secretary is the CEO but imagine if you were running an enterprise that has $170 billion budget 900,000 people, sailors, marines family members and your board of directors was 535 congress people up on the hill like that's pretty hard and so a lot of times in my perfect world and I don't always get to live in my perfect world but in my perfect world I would be working very closely with the senior leadership I would be deeply engaged in the strategic conversations that they're having in places like this the OPNAV staff you know where they aren't just like hey we're working on the strategy and we'll show it to you when we're ready for you to sign it off and send it over to OSD like that's the last thing I want some leaders may want it that way but I feel like I want to see it at different stages just like just like people want to see war plans as they're being developed because and I have encountered some naval officers who are like yeah you know we're not ready yet hasn't been approved by the CNO yet we'll let you see it when it's ready and my answer to that is you're kind of missing out and you guys should take this kind of as a tip you should be brainwashing all this people on the secretariat staff if you bring them in and help them understand how you took this journey and why you think you need this many ships or why you think it's time to come up with a new operating concept and why you think you need to have this kind of a thing in the budget for this year if they are like on your bus the whole way now they're your advocate right now I go up to the hill with the admiral or I know people he doesn't know out in the think tank community and now they're singing your tune right I mean it is all about relationships my point is getting into that intellectual journey sort of shoulder to shoulder then makes it more likely that I am an advocate as opposed to hey I'm here I'm from the outside and you guys need to change sometimes it will be like that too but I think my perfect world is the opposite


TLO what's poppin? We are on twitch. We are not live, but you can leave a like comment subscribe turn on your post notification bells Let's continue to grow the family from Chicago to the UK even though I've relocated to Miami I'm still laughing about the other video. I just did man. That was hilarious. All right This is carrot in a box Jimmy Carr in tears after game with Sean lock John Richardson Eight out of ten cats. Okay Long intro They get into it though. All right P man. Sean lock You two this one you too. This is sure still girl. No, no, no, no Can't look in yeah. Oh my god. No Sean. You don't want to ruin it. Oh, sorry. It's an incredible game Okay, John and Sean.  There is a red box Sean in front of you there is a gold box as a carrot in one of these boxes Okay, that's facts facts real gold. I know it's exciting stuff The aim of the game is to end up with the carrot. It's a game of bluff. When do we do the conundrum? John you want a carrot Sean you want a carrot, but there is only one carrot. Let's play No, who came up with this game It's a brilliant game shush Stop ruining Christmas This is Okay, let's play carrot in a box Okay, Sean you can look inside your box John you can not look inside your box Okay, you want the carrot Sean and no no no don't put no hands in the box You can look inside the box if you looked have you seen yeah, okay You now have to convince John to swap his box if you think he has the car or keep your box It's a game of bluff the winner is the one with a carrot.  I mean he seems confident. There's a car in there. He's seen the floor in this game It's Does he have a carry these box It's a real quandary for me Jim in this No, because I just my I think my brain broke because he could just be really really good at the game and Just could have been bluffing right now, or he could be being for reason. Yeah, he's allowed to swap if he wants to Make somebody stop something Have you ever played carrying a box before you never seen I've never even heard of this game I must I must have been a hold of that week it was allowed out Do you want to keep your box or swap your box? I can keep this or I can have the box that's definitely got a carry Yes, I want Sean's box I'm glad they played this it's two males because that would have been mad aggressive Sean let go of the box. It's the nature of the game Can I just say at this point if there's no carrot in that box you are a genius. That's what I'm saying Like that's genius like you just really did this right? Is there another round where I get to have the box with a carrot in my I'm gonna be level with you fellas We've never played this game before We do not know how it ends. Okay, so John you're now allowed to look in your box right and I believe no, bro If there's no carrot in this box, this is Sean lock is one of the greatest minds not just comedic minds minds to ever live Because I believe Coldheartedly hold my bad whole heartedly in that gold box on top of that green stand in front of those three men There is a carrot If you can reveal what points it the other way does it contain a carrot or not?  That's the greatest That was great To your lovely like comment subscribe turn on your post notifications. I'm gone. What a genius


Thank you, Tony Lafreno. Family theater's only purpose is to bring to everyone's attention a practice that should become an important part of our lives if we're to win peace for ourselves and peace for our families and peace for the world. Family theater urges you to pray, to pray together as a family. And now to our transcribed drama, Cover Up, starring Marjorie Steele as Nadine. The three of us stood in the crowd under the hotel archway in the warm summer darkness and waited for the parking attendant to drive up with Bill's car. I reached over and squeezed his hand. It was simply a formality now, getting Mr. Harvey to sign the contract in the morning. The big account, the one that would put us over the top. I remember thinking, it's funny, the people who make your dreams come true. With me, it's a little gray haired man from Cleveland who sells can openers. I really feel I'm imposing on you, young lady. Not at all, Mr. Harvey. In the first place, Nadine likes nothing better than driving that sports car of mine. But I can very easily get a cab. Oh, no, no. Well, how will you get home, Bill? I'm just down on Sunset, less than a mile from here. I'll catch cab. Oh, that doesn't seem fair. Mr. Harvey, now that you've decided to let Bill handle your advertising, I better warn you, he never loses an argument. Don't I know it? Look here, I'm a very reasonable man. Don't argue with your secretary. Oh, before I go, I've got to check with the desk on that New York call of mine. Look, I'll see you in the morning, honey. Good night, Bill. And Mr. Harvey, I can't tell you how privileged I feel to be associated with you. Well, I think we're going to get along very well, Bill. Ten o'clock tomorrow. In my office. I'll have the contracts ready. I'll be there. Good night, and thanks for the dinner. Not at all. Night, baby. Good night, dear. Hey, he's a very bright young man. One of the brightest. Miss Longdon, I hope you won't think what I'm about to ask is, well, silly or hidebound. Oh, I know. Well, it's going to sound silly, no matter how I say it, I suppose. But you remember that man I nodded to in the lobby just a few minutes ago? Well, yes. Well, he's an industrialist from Cleveland. I know him slightly. Oh, here's our car. I don't have time to explain now, Miss Longdon. But would you mind picking me up around the side of the hotel? Why, of course not. Well, is anything wrong? No, it's... Well, I'll tell you in a few minutes. I'll go back into the lobby and out through the side entrance. Will that be all right? Well, anything you with. Fine, fine. I'll explain the whole thing then. Well, good night, Miss Longdon. Good night, Mr. Harvey. I watched him go back through the dwindling crowd under the archway towards the wide glass doors to the lobby. Just as he reached, then he waved to a tall white-haired man standing nearby with two elderly women. I climbed into the front seat of Bill's car and handed the parking attendant a quarter. The sloping driveway down to Sunset was backed up with cars waiting to turn into traffic. It took me almost ten minutes to get around the corner to the side entrance where Mr. Harvey was standing alone on the curb. Well, that seemed to be causing you a lot of inconvenience this evening. Oh, not even a little. Hop in, Mr. Harvey. That big white-haired fellow belongs to a few of the same clubs I do back home. Oh, I understand. And all I'd have to do is be seen in Hollywood by Charlie Parker and his wife driving off in a convertible with a good-looking young woman. I understand perfectly, Mr. Harvey. Well, that's very good of you, Miss Longdon. Say, speaking of convertibles, what is this thing, English? No, it's German make. Bill just got it a few weeks ago. Well, that doesn't look much bigger than a roller skate. How's it handled? Like a dream. Want to try it? Well, I don't know. I've driven a couple of those little English jobs. No difference at all. We're just going straight up Sunset. Well, if you think Bill wouldn't mind. Of course not. Here, get behind the wheel. Mr. Harvey swung the car around slowly and we turned out into the boulevard headed west. Traffic was light and Mr. Harvey hugged the right-hand side of the road, never going over 30. Ten minutes later, we turned off at Bel Air. Say, you're right about this little buggy. You like it? All you have to do is just touch the accelerator. It's got a lot of vinegar in it. Yeah, it keeps you on your toes. I know. For the first week after Bill bought this, he had arm cramps from hanging onto the wheel so hard. You feel if you don't hold it down. Oh, Mrs. Langdon. What's the matter? Take the wheel. Mr. Harvey. Pills in my pocket. Mr. Harvey, look out. There's someone in the road. I felt the car bump something as Mr. Harvey slumped forward over the wheel unconscious. We were doing about 30 and it took all the strength I had to shove his head back and hold the wheel steady. I snapped off the ignition with my free hand and gradually the car slowed to a stop. There was no sign of traffic on the road coming from either way.  Mr. Harvey was breathing heavily. I felt his pulse was weak and irregular. I took one of the pills in the small box in his pocket and forced it between his lips. His eyes flooded slightly and closed again. Then I climbed out of the car and ran back along the road. The man had been thrown about 15 feet and he was lying on his side with his right leg twisted under him. I struck a match. It was about 40 thin and light-haired dressed in work denims. His eyes were open. Get me into a doctor. Where? What has it hurt? My leg. Well, I shouldn't move you. Please. I'll send a doctor right away. Well, don't leave me here. If I move you, it might make it worse. I'll get a blanket from the car. I'll only be a few minutes. Mr. Harvey had partially regained consciousness by the time we got to his hotel. The night clerk and one of the bell hops helped him onto a sofa in the deserted lobby and sent for the house doctor. I had just begun to open his collar when his eyes flooded open. I've got a pain in my chest. Just lie still, Mr. Harvey. Did you have any trouble stopping the car? No. No, we weren't going very fast. Good. Good. Lucky there wasn't any traffic. What? We might have run into something. A few minutes later, the doctor arrived and gave Mr. Harvey an injection. He'd had a heart attack. The doctor called it a coronary occlusion. And he wasn't out of the woods by any means. Any excitement or emotional upset might be fatal. I thought of the man in the work items lying alone in the darkness under Bill's car robe. If he didn't try to move, another 10 or 15 minutes might not matter at all. I crossed the lobby to one of the pay phones. Operator? I want to report an accident in Bel Air. It's an emergency. I can tell you roughly where it happened.  When I finished phoning, I went out of the lobby and got into Bill's car. I parked at a dozen yards from the entrance and as neither the night clerk or the bellhop had seen Mr. Harvey until I helped him into the lobby, the chances were they hadn't seen the car either. I started the engine and drove along Bel Air, away from Sunset, across Amparo to Beverly Glen and North, all the way to the valley. As soon as I got home, I called Bill and the next morning in his office, we tried to decide what to do. Honey, this is a bad one. It's hit and run. Well, what would you have done? I'd take it easy. The doctor stood right there in the lobby and told me that any excitement or anything that might upset Mr. Harvey... I know, I know, I know. If the poor man already knew he had hit someone, I'd say, all right, what's the difference? But he didn't. He passed out before it happened. Well, according to the paper, this chase guy's got a badly fractured leg, but they think he's going to be all right. He was so pitiful. You did all you could, honey. Moving him would have been a mistake, even if you could have got him into the car. Oh, everything was running through my head all at once. If anything happened to Mr. Harvey, we wouldn't get the contract. I know that's a nice way to think, but... Look, honey, don't give yourself a hard time. Right now, the main thing is to keep us all out of this. I know. It's going to take some doing, too. Uh, this man Chase is a gardener who works around some of the estates in Bel Air and few of his employers are mighty indignant, so there's some important pressure on the police to come up with something. I can imagine. You sure Chase didn't get a good look at your face? Well, I just struck one match, and he was in such pain. No, I don't think so. Huh? Well, you remember as if it was a girl. Well, it still doesn't give them too much. Nobody thinks he was hit by a sports car. That's narrowing things down a bit. Well, I... I guess we'd just have to keep it out of sight for a few days. You sure no one else has got a key to that garage of yours? The landlord, but he wouldn't have any reason to go in there. I don't think we'd better bank on that. How bad is the bump on the fender? Well, it isn't much. The glass and the right headlights crack, though. Uh-huh. Now we're going to have to get that fixed. But, Bill, won't the police be checking with repair shops for a banged-up sports car? They're looking for a car owned by a girl. Well, even so. So I just look even more suspicious the other way.  If they see me around without the car for a couple of days, where am I going to tell them it is? Bill, I... I think we ought to go to the police and tell them the whole thing. Honey, it's a criminal charge. They'd have to take action against Harvey. The whole thing had come out. Well, maybe the police wouldn't have to tell them what happened until he was better. How long do you think that'll be? A few weeks, maybe. Look, it can take months. A man of Harvey's age with a heart condition doesn't really get better. He just stops getting worse. Well, when you come down to it, Harvey isn't the one who ran away. I did. So maybe they wouldn't even have to arrest him. That's not the point. And I had a perfectly good reason for what I did. Even if the police didn't go after Harvey, Chase's lawyer wouldn't... Chase's lawyer? ...suit for damages. Harvey's a wealthy man. They'd file a suit against him and be out in the open. I... I suppose... Look, don't get me wrong. I think Chase is entitled to damages, but let's be a little realistic about this. If anything happens to Harvey right now... I know. Yeah. That sounds pretty cynical, doesn't it? No, it's true. There wouldn't be any contract or anything. That's what I mean, honey. How are you going to get the car fixed without attracting attention? I think I've got a scheme worked out.  Two of the afternoon papers carried stories about Mr. Charles Harvey, the wealthy hardware manufacturer from Cleveland, who had suffered a severe heart attack in his Bel Air hotel the night before. Both items were brief, neither made any mention of a female companion, and each concluded by saying that Mr. Harvey had been taken to Mercy Hospital and was still in a serious, although not critical condition. There was no attempt on the part of either paper to link the Harvey stories with the hidden run-axe in which it occurred at just about the same time in the immediate vicinity. That night, Bill made arrangements to rent a U-drive car. In a few minutes past 11 o'clock, we pulled into the alley behind my apartment building. You see the open the lock, okay? Mm-hmm. Want to take a look at the fender? Yeah. Don't turn the light till I get the door down again. Okay. Yeah. Mm-hmm. You're right. That isn't so bad, honey. Lucky it's on the right side, too. How do you mean lucky? Because the kind of accident I'm going to have usually happens on the right side of the street. The kind of accident?  But, Bill... It's the only way, honey. If I bring it in to get it repaired this way, it may, you know, maybe ask a lot of questions I can't answer. Oh, I know, but... Whereas if I swipe it against a parked car somewhere tonight, when it happened, then we're in the clear. Oh, but it... It's dangerous. Not the way I'm going to do it. Twenty miles an hour on a quiet street, and I'll report it to the cops myself. Oh, I still don't like it. Neither do I, baby. What else is there? Nothing, I guess. Okay.  Hmm? It'll be about an hour. I went up to my apartment and waited. The time seemed to crawl. I went out of the kitchen and made a pot of coffee and sat down to read the newspaper. The next time I looked up at the clock, it was 12.20. Five minutes later, the phone rang. Hello? Honey? Oh, Bill, is everything all right? Uh, yeah, I think so. You weren't hurt? No, no, nothing else has come up. What about? When you were driving Mr. Harvey home last night, did he mention anything to you about seeing a man named Parker at the hotel? Parker? Mr. Charles Parker. He just phoned me here at my place. He says he's from Cleveland, too. Oh, yes. Yes, now I remember. He says he just saw on the paper tonight about Harvey's heart attack. I guess he got my number through the hospital. Is that the case that Ronnie messaged us for Harvey? Yes, I remember him now. Mr. Harvey didn't want him to see us driving away together from the hotel. He what? Well, he was afraid Parker would get the wrong idea or something. I mean, Harvey wasn't in the car when you drove away? No, he went back through the lobby and came out the side door. Bill, what's the matter? Nothing about it.  Stop him from what? He also saw on the paper about the hit-and-run accident last night in Bel-Air and that the police were looking for a girl driving a foreign sports car and he says he saw one leave from the hotel last night about that time and maybe there was a connection. You mean he's reported it to the police? Yeah. He said she drove away alone, so I didn't think it could possibly be you. Well, didn't Parker say he saw Harvey talking to me? No, not a word. Well, he did. He couldn't have missed it. Bill, he must have had a good look at the car. He said he could give the police a description. And you told him to go ahead? Well, he didn't describe it to me. I told you he said the girl was alone in the car. I thought it was someone else. I thought he, well, that I would throw them off. I didn't even ask him for a description. Honey, what are we going to do? I don't want to go to jail. Oh, you're not going to jail. But he saw me talking to Harvey. All right, but he didn't tell me that, so maybe he won't tell the police. What would stop him? He thinks Harvey went into the hotel and I left alone. I'm not so sure what he thinks. Now, let's just keep our heads, honey. All he really saw is the car. And me. Yeah, but from a distance. Bill, I think we ought to go to the police and tell them everything. Honey, we have been through all that. It'll blow everything sky high. It might even kill Harvey. But he's got to find out sometime. Maybe he doesn't. Not if we can ride this thing out. Now, look, just give me a little time. I've got to think. Bill. At least give me until tomorrow morning. If by then it looks like there's no other solution, OK? We'll go and tell the police. I want you to promise, Bill. I promise. Now, will you stop worrying and try to get some sleep? I'll see you in the morning, huh? All right. Good night, honey. It was about 9.30 when I got to the office the next morning. Bill hadn't come in yet. But when I called his hotel, I said it already left. I sat down at my desk and started through the mail. At 10 minutes of 10, the door to the outer office opened. Excuse me. Is this Mr. William Walters' office? Yes. But I suppose I could see him for a moment. My name's Weber L.A. Police. Well, Mr. Walters isn't in yet. Oh, you expect him soon? Well, yes. Well, I'll wait if you don't mind. Uh, is it anything I could help with? Well, thanks. But I think I'd better speak to Mr. Walters. Well, I'm his private secretary. Morning, honey. Bill. Oh. Excuse me. This is a Mr. Weber. A detective Weber, Los Angeles Police, Mr. Walters. Yes. What can I do for you? Well, I wonder if you could clear up a little problem for me. Hm? You glad too, if I can? Well, one of our offices turned in an accident report in which your car was allegedly involved last night. Oh, over on Formosa, I ran into a parked car. Well, it's my fault. I accept full responsibility. Well, that part of it's all right. This is just a round-rubbing check we've been making for the last two days on all foreign sports cars that have brought in for body repairs. Any particular reason? You probably read about in the papers. There was a hit-and-run accident over in Bel Air two nights ago. The victim thinks it was a sports car. Oh, mine didn't get banged up until last night. I realize that. We double-checked with the officer this morning. Uh, what is it that you want me to clear up for you? It's about your car robe. My car robe? Yeah. Your dealer says he sold it to you. A red one. It's a pretty common type. We've checked out over a half a dozen in this case so far. What about it? Well, whoever hit the guy in Bel Air, use one like it to cover him up while they went to call the police. Oh.  I mean, wait a minute. Uh, anything wrong, miss? Bill, it isn't any good. It isn't any good. Yes. You want to tell me about it, or should we go downtown? The captain in charge of the case was a thin, mild-looking man with a deceptively soft voice. He sat quietly behind his desk while Bill and I dictated our statements to the police's denographer. When we were finished and the girl had taken them out to be typed for our signatures, the captain leaned back in his chair and gazed at us thoughtfully. That's very interesting. Very interesting indeed. There's just one thing, Miss Longden. Why didn't you come and tell us this the night of the accident? Captain, I think that's been made very clear in the statement. I'd prefer Miss Longden to answer me if you don't mind. Well, I told you, I was afraid the shock of learning he was responsible for a man's injury. It might affect Mr. Harvey's heart, didn't I? I see. But you could have told us, Miss Longden. We wouldn't have said anything to Harvey. But it might have gotten into the papers. Not unless you told him. Well, I couldn't be sure of that, and I was frightened. Quite naturally. And then, too, there was always the possibility that Mr. Harvey's attack might prove fatal in which case your story would go unchallenged. What? What do you mean? I mean, I don't believe it. I don't think Harvey was driving that car at all. I think you were. But you can ask him. That's just what you told me I can't do because the shock might kill him. It's very good, Miss Longden, very good indeed. You put me in the spot of having to accept your story or else take the risk of killing a man to disprove it. Captain, look, Harvey was driving. How do you know you weren't there? All you've got is her word. Which I believe. Well, I don't, not on the evidence. Not one witness saw Harvey in your car much less behind the wheel. I told you how that happened. And at his hotel in Bel Air, the desk clerk and the bellhop saw me bring him in. That doesn't prove he was driving the car. And I think it's very illogical that he should have been. Well, he was. Mr. Walters, are you in the habit of letting other people drive your car? Well, no. Bill. Oh, it's out of you. I'm not. Have you ever told Miss Longden that she could let someone else drive it? No. Never come up. It wouldn't have occurred to me. Then let me put it this way. If she'd requested permission to let someone else drive it, would you have given it to her? Well, it would depend on who it was. Let's suppose it were someone who had never driven such a car before, someone unfamiliar with it. Well, no. I'm probably asking her not to. Bill, what are you trying to do? I'm just answering his questions, honey. What's the point of lying about it, then? You think I'm lying? Oh, of course not. I'm just saying if it were up to me, I would have tried to talk Harvey out of driving the car. The biggest client we've ever had? I take it then, Miss Longden, that Mr. Harvey was rather insistent about wanting to drive the car? Well, no. I wouldn't say he was insistent. But you just said your reason for letting him take the wheel was because he was a big client. You wanted to keep him happy. Well, that's right. But he didn't insist. To tell the truth, he didn't even ask. He didn't even drive it. Bill, that's the truth. I believe you, honey. You don't believe me. I can see it. Miss Longden, why don't you tell us how it really happened? I have told you. Mr. Harvey never got behind the wheel? He did. I picked him up around the side of the hotel. That's right.  He was driving. And you turned off at Bel Air, and this man Chase was walking along the right side of the road, but you didn't see him in the dark. That's right. But I wasn't driving. Mr. Longden, what you did was perfectly natural. The shock of the accident being what brought on Mr. Harvey's heart attack. Oh, that's not how it happened. You had to get him to a doctor right away. I've told you that. So you ran back to Chase and covered him with the car robe, and when you got Harvey to the hotel in Bel Air, you called the police. Yes, that part of it's right. Well, then why don't you admit the rest of it? Well, I can't. Honey. It isn't true, Bill. Look, there's no trouble so bad. Let's throw it together. But it isn't true. Baby. I know why you don't believe me. You think if I was willing to lie to the police, I'd lie to you. No. Well, you can't very well blame him, Miss Longden. But I'm not lying. I... All right. All right, Captain. Well, that's more like it. You say I was driving the car when it turned off onto Bel Air. Yes. And that it was the shock of the accident that brought on Mr. Harvey's heart attack. That's right. So if I've been lying up to this point, Mr. Harvey already knows about the accident. He saw it happen. So it can't shock him to be questioned about it. Well, now just a minute. No, no. This is your theory, Captain. If I was driving, it's the only one that makes sense. So why don't you go ahead and test it? Ask Mr. Harvey if he remembers any accident. According to you, he'd have to. You've got a pretty smart secretary, Mr. Walters. I'm not smart. I'm just telling the truth. Harvey was driving. So if you ask him anything, you'd better be careful how you do it. I think I believe you, Miss Longdon. I think I'm beginning to believe you. All I can say is I'm sorry. It's all right. I'm just glad they got the truth from Harvey without letting him know what happened. Yeah. And Chase will get his damages. Harvey's lawyer is going to take care of that. What about the contract? I don't know. Maybe when he gets better, we'll close the deal. I hope so. All of a sudden, it doesn't seem very important. Bill.  I know. I'd been lying so much myself for the last 24 hours, I'd begun to think it came easy to everybody. I know. But you did it for me. Yeah, maybe. You did something better for both of us. You told the truth. Well, it's like I told you the other night. Yeah. Don't argue with your secretary. This is Charlton Heston again. For a moment, I'd like to talk about Indians in psychology. There was an Indian adage which translates roughly, to learn bear hunting, one must follow the bear hunter. In other words, to learn how to hunt bear, the wise thing to do is to talk to someone who's done it successfully. It's not something you learn from your grandmother or from some well-meaning friend who thinks he knows how it should be done. That old Indian adage works for a lot of things besides bear hunting. In the Department of Psychology, for instance, you might say that Dr. Carl Jung enjoyed a degree of success in life and might therefore have something worthwhile to teach us about life. In his business, for instance, Jung is considered the top authority. In fact, he's the founder of one school of psychiatry. We might then not go too far wrong in considering what the good doctor has to say about some of the most fundamental things in life. Now, according to a recent article in Time Magazine, when asked whether he believed in God, Jung answered, I don't believe. I know. Concerning his practice of psychiatry, he says, I have treated many hundreds of patients in the second half of life, that is, over 35. There's not been one whose problem in the last resort was not that of finding a religious outlook on life. These are statements from a man thought by many to be one of the world's truly outstanding psychiatrists. A man who should be an authority. The very name of his profession means healer of souls. Family theater agrees with Dr. Jung in this regard that a happier, more peaceful existence is what he had when you answer what the doctor calls our eternal religious needs. Family theater, too, encourages you to include God in your daily lives through prayer. For by praying, you answer a need God builds in every human being.  From Hollywood, Family Theater has brought you transcribed cover-up starring Marjorie Steele. Others in our cast were Lamont Johnson, Fred Shields, and John Larch. The script was written and directed for Family Theater by John T. Kelly, with music composed and conducted by Harry Zimmerman. This series of Family Theater broadcasts is made possible by the thousands of you who feel the need for this type of program. By the mutual network which has responded to this need and by the hundreds of stars of state screen and radio who give so unselfishly of their time and talent to appear on our Family Theater stage.  This is Tony Lafranco expressing the wish of Family Theater that the blessing of God may be upon you and your home and inviting you to be with us next week when Family Theater will present Fairy Tale starring Jack Haley. Deborah Padgett will be your hostess. Join us, won't you? Family Theater has broadcast throughout the world and originates in the Hollywood studios of the world's largest network. This is Mutual, the radio network for all America.


So welcome to the afternoon session. I hope you had a nice lunchtime or whatever, depending on your time zone. I started programming when I was 11 years old. Really old, old, and today we have Coutilier. He is seven years old. Is that true? Yeah.  And I'll give you the word about computational complexity. My name is Coutilier, and today we're going to talk about computational complexity. As you already know my name, I am a seven-year-old computing explorer and problem solver. And I am a seven, and here on the screen you can see me installing Python when I was around five and a half. And I hold the Guinness World Record title for youngest computer programmer at the age of six. I knew different kinds of algorithms even before I started coding. And I have a special love for puzzles and solving problems. So due to lockdown, I got bored at home, so I discovered how to slide on the stairs. And I used a piece of cardboard, a mattress, or some pillows. By the way, the pillow thing was unsuccessful. I advised you to not use pillows, but mattress was rocking. Here's a few second videos me sliding. I like it. I still had lots of time, so here's how I used it. I used online computing resources from YouTube and courses from Stanford, MIT. And I learned about artificial intelligence from IBM. And in fact, I am an IBM certified AI professional. I also explored data science series and learned how to do data analysis and visualization using Python from IBM. But my most important achievement of the year is in the next slide. So, so here on screen isn't... So about last week, I got my most important academic certificate. And here on the screen is my year two progress report for my primary school. I did pretty good and I'm excited to move to year three. I also love doing mathematics, swimming, origami, texting, reading, and playing with my friends and younger brother. So what are algorithms? Algorithms are basically self-instructions. And they can be very simple, like just eating an ice lolly. So number one, open the freezer. Number two, take out... So number one, open the freezer. Number two, take out the ice lolly. Number three, close the freezer. And number four, eat the ice lolly. And they can also be very hard, like making a map of the Andromeda galaxy with one of those early telescopes, which could only look as far as the Andromeda galaxy. The universe also has an algorithm to expand. We just don't know where. But they are all around us and we just keep discovering them. Now since we didn't make the universe, let's forget about that for a bit. But we made computers, machines, AI technologies. Let's talk about algorithms using programs. So now, to understand computational complexity, you first have to understand bigger notation. And bigger notation, actually, all of computational complexity is nothing but. Forget about small and think big. And it's simple because it's just a way to represent something. But what is that something? Let's look at some examples to understand that. So let's say I'm in a library to find my favorite Sherlock puzzles book. Then I could just ask the librarian and he or she will give it to me. That would be all just one time complexity because I'm doing only one step. And that one step is asking the librarian. And also, the time taken will obviously depend on how fast the librarian is, but then I relate to space complexity, which is how much memory it takes, which we're not going into in details. In this example, let's say there are no librarians. But I still need to find my book. Then I could start searching one by one in all the racks until I find it. That would be all just one time complexity because I'm doing only one step, which is asking the librarian. Obviously, the time taken will depend on how fast the librarian is, but then I relate to space complexity. Wait, now I think. Because I'm actually doing n steps. And at max, I mean when the book is at the end of the library. So I'm actually doing n steps. So in total, you have all the end time complexity even though that might not be exactly n steps. In this example, let's say the books are this time arranged in alphabetical order. So a to z. Then, then linear search is to applicable, but there is a more efficient method. And it is called binary search. So how binary search works is by keeping on splitting the books into half until it finds it. And that is a divide and conquer algorithm. I mean that is exactly what a divide and conquer algorithm does. Divide, conquer, combine. And also it's also one of the divide and conquer algorithms. Okay, anyway, let's just go back to binary search. So, Sherlock puzzles book starts with an s, the middle letter in the alphabet is m, and s comes after m. So we just need to look for box m to z. And then keep on splitting the books into half until you find it. That would be all about log n time complexity because log is the number of times you can divide it by two. Divide it by two, divide it by two, divide it by two. I mean divide it by two without getting a one. I mean a one in the integer place. Now we know what big our notation is. I told you it's simple. We also know what algorithm means. The steps the program takes. I mean a combination of the steps the program takes. But the efficiency of the algorithm depends on how many steps you're taking if we're talking about time complexity or how much memory it takes if we're talking about space complexity. Do we calculate time complexity or space complexity? Let's understand that with a simple program. So here on the screen you can see a simple program to calculate some of the numbers to n. This algorithm involves one step to initialise care zero. Then in the for loop there are three operations running n times. Then finally the last line of the program is another operation. So in total you have one plus three n plus one operations. But when we talk about big numbers like a million, billion, trillion, quadrillion, quintillion how do small numbers make any difference? They don't. We can ignore all the additive constants which will make the expression three n and then remove the multiplicative factors as well which will make the expression only n. And then you have your time complexity as order of n. I'm going to say the same thing I said a few minutes ago. Yeah, a few minutes ago. Time complexity is nothing but forget about small and think big. No big-eyed presentation should be done without showing this graph which is showing the time complexity of different algorithms and it gives the indication of how much proportional time it may take if the input size grows. So as you can see in the graph order of log n looks almost constant and shows the most efficient time complexity where I just want to say before I proceed to order of n that the input size doesn't increase with the running time complexity. I mean the input size doesn't increase with the time so the growth factor is the same. So now let's just move on to order of n. So order of n. So that is also quite efficient but order of n log n that's fairly but I cannot say the same thing for n to power a constant and I definitely can't say the same thing for n factorial or a constant to power of n. But that's only true when we're talking about big inputs. When the inputs are more small then n squared works the same or even better than order of n but order of log n performs quite poorly for small inputs. In case you're wondering my mom helped me draw these graphs initially I came up with this one. So now let's talk about other kinds of asymptotic complexity. So let's go back to our library example where I search in rack by rack the linear search one. So here there could be n possibilities but if I narrow them down then I could find in the first track itself and that is best case which is called big omega notation and or I could find it I mean in this case it has omega one or I could find it in the middle rack somewhere and that's average case which is called big theta notation and in our example it has three tough n because after the way we calculate the time complexity and then also another possibility is that is that we can't... another possibility is that we can find in the last rack or do not find that all in the whole library and that is the worst case which is big O notation which we already looked at so it's all your phone. So there are also big O notation there's an upper bound big omega notation is a lower bound and then big theta notation is an average bound there are also two little notations little omega and little O they are little omega and little O they are rough estimates of the upper or lower bounds but they are not used as much as the big notations though so I got this data from one of the books about algorithms and it shows some interesting figures as you can see any algorithm with time complexity n factorial becomes useless after an input more than 20 for 2 to the power of n that's 40 for n squared that's a million still much better than the other two but still bad but n log n is quite good and n is really good but log n that is the best only 0.03 microseconds for the input 1 billion some examples of log n are binary search, Fibonacci search and exponential search some for radix or counting some buckets all these are nearly all your friends but not exactly linear search is exactly so for n log n our Tim's saw made some quakes or heaps and some others divide and conquer our algorithms too some for n squared above all sort selection sort insertion sort and stew sort for 2 plus n it's the brute force for calculating the n Fibonacci number for n factorial a great example for that would be Heaps algorithm which is used for generating all the possible permutations of n objects we even have algorithm which have order of infinity time complexity and one of these is Bogo sort the way it works is by finding a I didn't say another I said a even though that could have improved its time complexity to 2 to about m a random permutation of the list if it finds out that the list is not sorted so it creates through the list if the left element is less than the right element then it finds a random permutation now let's look at some algorithms insertion sort is the first one so the way it works is by marking the first element as sorted then it goes through the array I mean everything else in the array then it puts it where it should be in the sorted sub array as you can see 10 doesn't move because it's greater than 5 it's more than 7 because I said sorted array ok anyway so after the whole sorted sub array after the whole sorted array is in the sorted sub array then you just need to print out the sorted sub array you should use insertion sort the data is extremely small in fact it's even better than bubble sort for extremely small data but you shouldn't use it if the data... I mean another way you could use it is where the data is extremely large and almost sorted because it takes only one iteration of the list in its first case which is omega of m but you shouldn't use it if the list is unsorted to a large extent and also the data is... and also the data is big and it does not perform well when the list is in reverse order it's time complexity is order of m squared and space complexity is order of 1 now made sort it keeps on splitting the data into half until you have equal sequences of length 1 and then merge them together and then you have a sorted array the way merging works is... so look at the first element of both of them so for 5, 10 and 2, 7, 8 5 and 2, 2 is smaller so put that in first 7, 5, 5 is smaller so put that in next then 10, 10 and 7 7 is smaller put that in next and then we want to 8, 8 and 10 8 is smaller so put that in next and then... and then you're done with the secondary now you just need to add on everything that's left so and 10 is left so just add that on you should even make a sort when the data is large but not too large for 3 plus plus about more than 10 bar of 6 in size and for Python that's 10 bar of 10 size I think more specific I think it's more like 2 bar of 64 actually yeah 2 bar of 64 now Tim sort so Tim sort is basically a combination of the first two that's why I put the insertion sort and merit sort at the beginning so Tim sort first analyzes list picks which was better insertion sort and merit sort and that's how it works you should use Tim sort when almost yeah on a date you can use it everywhere but but not more than 10 bar of 64 C plus plus and 10 bar of 10 in size in Python again because it uses merit sort okay it's time complexity it will draft n log n and it's space complexity it will draft n and now bind research you should use it when the data is sorted and it doesn't work when the data isn't sorted it's time complexity I already told you log n and it's space complexity it will draft 1 and interpolation search the only difference of it from bind research is that it divides into unequal parts so what happens is that so what happens is that it goes more at the end if the element is closer to the last element it goes more at the start if the element is small at the start basically I mean at least it does that or sorted and uniformly distributed lists or arrays which one you prefer I mean whatever one you prefer and it's actually feature of log log n well and it's and that case is when the data is sorted and uniformly distributed you should use it when it is and you should use it when it isn't sorted or uniformly distributed it's time complexity it will draft n and space complexity it will draft 1 okay so that's the end of my show I have a few accounts where I love to connect with you and I also have a YouTube channel called Cortelia Concepts where I post videos about how to solve different computing problems you can search about the keyword Cortelia Concepts Python though it doesn't work when you search Cortelia Concepts see you in Q&A thank you very much for your wonderful talk thank you very much for your wonderful talk there are some questions let me start with the first one did you implement different sorting algorithms in Python and measure time using for example the time module I've done it a long time ago for BOGO Thought and BOGO Thought and Merid Thought I think and maybe even and maybe in session thought too so the next question is how did you learn Python what do you recommend to get started so I learned Python so it was a bit like a mistake just a good mistake so it's when my dad it all started when my dad gave me this book about computing and I just loved it so much I finished it all in only one day and also and also I actually bought some basic computer programs and also I recommend that I recommend that you should first start by reading books and then when you're okay with that then start practicing and solving problems and and I recommend and I also recommend to solve puzzles because that might help you too yes that surely helps by the way I started programming too with a book that's the best way so the next question is what is the hardest algorithm you have come up personally and what challenge was there let me actually the person who asked should do that but I think is maybe you programmed something that was really really hard and maybe you had some problems or something when programming and how did you solve it challenges because my mom might help me to solve some problems to solve my problems okay that's great so let's look if there are more questions no at the moment there are no more questions coming in so thank you very much again it was really a pleasure and I think you are the youngest Euro-Python speaker ever so thank you very much