American War (for U.S. reader, this 18 years conflict between North and South Vietnam, commonly known as 'Vietnam war', because of direct US military involvement, military troops, military advisors, US civilians on the ground in the region, and secret bombing activity - declassified by U.S. President Bill Clinton in 2000 - over Indochina from 1964 to 1973 of Vietnam, Cambodia and Laos; this is also the first conflict where parts of the violence were broadcast - televised - into people home) (because of television - reference Kennedy and Nixon presidential debate - the Vietnam war or the American war represents lessons learned and to be relearned for successive generations on the media influence in shaping of the public perception, public opinion, and the political decision making process)
https://en.wikipedia.org/wiki/First_Indochina_War
https://en.wikipedia.org/wiki/French_Indochina
https://en.wikipedia.org/wiki/China_in_the_Vietnam_War
https://en.wikipedia.org/wiki/Foreign_aid_to_Vietnam
September 1940
https://en.wikipedia.org/wiki/Japanese_invasion_of_French_Indochina
https://www.khanacademy.org/humanities/us-history/postwarera/1960s-america/a/the-vietnam-war
an undeclared war in Vietnam, Laos, and Cambodia from 1 November 1955 to the fall of Saigon on 30 April 1975.
https://en.wikipedia.org/wiki/Vietnam_War
https://en.wikipedia.org/wiki/French_Indochina
https://en.wikipedia.org/wiki/New_Zealand_in_the_Vietnam_War
https://en.wikipedia.org/wiki/CIA_activities_in_Vietnam
https://en.wikipedia.org/wiki/Phoenix_Program
https://en.wikipedia.org/wiki/Military_history_of_Australia_during_the_Vietnam_War
https://www.cia.gov/library/center-for-the-study-of-intelligence/csi-publications/books-and-monographs/Anthology-CIA-and-the-Wars-in-Southeast-Asia/pdfs-1/vietnam-anthology-interactive.pdf
“The effects of this decision not to call up the reserves were significant: the depth of American involvement was concealed from the public until about 1967; and in time the need for forces in Vietnam brought on a disintegration of US forces in Europe and the United States. ... ... ... Twenty-two years ago the last American involved in the war ignominiously left Vietnam from the roof of our embassy in Saigon. Shortly before, the CIA station chief sent a final message: "It has been a long and hard fight and we have lost. The severity of the defeat and the circumstances of it would seem to call for a reassessment of the policies which have characterized our participation here. Those who fail to learn from history are forced to repeat. Saigon signing off." McMaster has done his part to help us learn from history.” (Reviewed by Brigadier General Douglas Kinnard, USA Ret., Ph.D., Emeritus Professor of Political Science, University of Vermont, and author of The War Managers., Autumn 1997)
Book Reviews by three contributors of Dereliction of Duty by H. R. McMaster, 1997. From Parameters, Autumn 1997, pp. 162-81.
https://ssi.armywarcollege.edu/pubs/parameters/articles/97autumn/autrev.htm
https://en.wikipedia.org/wiki/Sino-Vietnamese_War
https://en.wikipedia.org/wiki/Third_Indochina_War
China attacked Vietnam in response to Vietnam's occupation of Cambodia, entered northern Vietnam and captured several cities near the border. On March 6, 1979, China declared that their punitive mission had been successful and withdrew from Vietnam. However, both China and Vietnam claimed victory. The fact that Vietnamese forces continued to stay in Cambodia for another decade implies that China's campaign was a strategic failure. On the other hand, the conflict had proven, that China had succeeded in preventing effective Soviet support for its Vietnamese ally.[22][23]
https://en.wikipedia.org/wiki/Sino-Vietnamese_conflicts,_1979%E2%80%931991
https://en.wikipedia.org/wiki/Khmer_Rouge
https://en.wikipedia.org/wiki/Cambodian_genocide
Armenian Genocide of World War I.
Winston Churchill used it [the term "holocaust"] in 1929 (Tatz, 2003)
24 April 1915
https://en.wikipedia.org/wiki/Armenian_Genocide
Shoah (שואה), meaning "calamity" in Hebrew
https://en.wikipedia.org/wiki/Names_of_the_Holocaust
Nazis' systematic murder of millions of people in other groups, including ethnic Poles, the Romani, Soviet civilians, Soviet prisoners of war, people with disabilities, gay men, and political and religious opponents,[1]
The word "holocaust" originally derived from the Greek word holokauston, meaning "a completely (holos) burnt (kaustos) sacrificial offering," or "a burnt sacrifice offered to a god."
([
holos , wholos
holocaust, wholocaust
holistic , wholistic
holos , whole - complete
'Wholistic': A Natural Evolution Of 'Holistic'
https://www.merriam-webster.com/words-at-play/wholistic-word-origin-and-use
derived holism from the Greek word holos, meaning "whole."
relative obscurity of the Greek root, which appears in only a handful of familiar words besides „holism“, such as „holocaust“ and „hologram“. (And even in those words its suggestion of "wholeness" is not obvious.)
https://www.omniglot.com/blog/?p=522
24th October 2007
Simon
I’ve just been listening to a very good radio adaptation of Douglas Adam’s novel, Dirk Gently’s Holistic Detective Agency, and that got me wondering about the word holistic. In the novel, Dirk Gently explains that holistic refers to his belief in “the fundamental interconnectedness of all things”, a belief he applies in his work. He endeavours “to solve the whole crime, and find the whole person” or cat.
The word holistic was coined in 1926 by Gen. J.C. Smuts (1870-1950) and is based on the Greek root holos, which means ‘whole’.
])
between 1941 and 1945.
https://en.wikipedia.org/wiki/The_Holocaust
7 April to mid-July 1994.
https://en.wikipedia.org/wiki/Rwandan_genocide
The Rwandan genocide, also known as the genocide against the Tutsi,[2] was a mass slaughter of Tutsi in Rwanda during the Rwandan Civil War, which had started in 1990. It was directed by members of the Hutu majority government during the 100-day period from 7 April to mid-July 1994.[1] An estimated 500,000 to 1,000,000 Rwandans were killed, constituting an estimated 70% of the Tutsi population.[1] Additionally, 30% of the Pygmy Batwa were killed.[3][4] The genocide and widespread slaughter of Rwandans ended after the Tutsi-backed and heavily armed Rwandan Patriotic Front (RPF), led by Paul Kagame, took control of the capital, Kigali, and the country. An estimated 2,000,000 Rwandans, mostly Hutu, were displaced and became refugees.[5]
According to the US's former deputy special envoy to Somalia, Walter Clarke: "The ghosts of Somalia continue to haunt US policy. Our lack of response in Rwanda was a fear of getting involved in something like a Somalia all over again."[247]
In 2016, the Israeli Supreme Court decided that records documenting Israel’s arms sales to Rwanda during the 1994 genocide would remain sealed and concealed from the public.[251]
https://en.wikipedia.org/wiki/Rwandan_genocide
The concept of genocide was defined in 1944 by Raphael Lemkin.
https://en.wikipedia.org/wiki/Genocide_of_indigenous_peoples
11:39
History Summarized: The Maya, Aztec, and Inca
https://www.youtube.com/watch?v=uC0PgqB-XuE
https://www.youtube.com/watch?v=uC0PgqB-XuE
Overly Sarcastic Productions
Published on Jul 29, 2017
Human sacrifice, smallpox, and the Spanish empire... that's the whole story, right?
The transatlantic slave trade is often regarded as the first system of globalization. According to French historian Jean-Michel Deveau the slave trade and consequently slavery, which lasted from the 16th to the 19th century, constitute one of "the greatest tragedies in the history of humanity in terms of scale and duration".
The transatlantic slave trade is unique within the universal history of slavery for three main reasons:
• its duration - approximately four centuries (400 years)
• those victimized: black African men, women and children
• the intellectual legitimization (and rationalisation)
http://www.unesco.org/new/en/social-and-human-sciences/themes/slave-route/transatlantic-slave-trade/
https://en.wikipedia.org/wiki/Atlantic_slave_trade
http://abolition.e2bn.org/slavery_45.html
11:07
The Atlantic Slave Trade: Crash Course World History #24
https://www.youtube.com/watch?v=dnV_MTFEGIY
https://www.youtube.com/watch?v=dnV_MTFEGIY
CrashCourse
Published on Jul 5, 2012
22:41
Introduction to Moralities of Everyday Life
11:05 (start)
https://youtu.be/1jUd72Dmd_A?t=665
https://youtu.be/1jUd72Dmd_A?t=665
([ 1 minute 10 seconds ])
12:15 (stop)
https://youtu.be/1jUd72Dmd_A?t=736
https://youtu.be/1jUd72Dmd_A?t=736
https://youtu.be/1jUd72Dmd_A?t=735
https://youtu.be/1jUd72Dmd_A?t=735
https://www.youtube.com/watch?v=1jUd72Dmd_A
https://www.youtube.com/watch?v=1jUd72Dmd_A
YaleCourses
Published on Nov 12, 2013
Professor Paul Bloom offers a preview of his Coursera class "Moralities of Everyday Life."
11:38
The Persians & Greeks: Crash Course World History #5
https://www.youtube.com/watch?v=Q-mkVSasZIM
https://www.youtube.com/watch?v=Q-mkVSasZIM
CrashCourse
Published on Feb 23, 2012
3:12
ANCIENT GREECE Song by Mr. Nicky
https://www.youtube.com/watch?v=0F5qlu3nSDY
https://www.youtube.com/watch?v=0F5qlu3nSDY
Mr. Nicky's World History Songs
Published on Dec 26, 2014
ΙΧΘΥΣ
Ιησούς (Jesus)
Χριστός (Christ)
Ο Θεός (God's)
Υιός (Son)
Σωτήρας (Savior)
49:17
Jennifer Ratner-Rosenhagen - American Nietzsche: A History of an Icon and His Ideas (Part 2)
https://youtu.be/oB9KQo2YWTY?t=2893
https://youtu.be/oB9KQo2YWTY?t=2893
https://youtu.be/oB9KQo2YWTY?t=2701
https://youtu.be/oB9KQo2YWTY?t=2701
https://youtu.be/oB9KQo2YWTY?t=2666
https://youtu.be/oB9KQo2YWTY?t=2666
https://youtu.be/oB9KQo2YWTY?t=2537
https://youtu.be/oB9KQo2YWTY?t=2537
TJ Singh
Published on Jul 27, 2018
5 books Yuval Noah Harari wants you to read
https://www.thejakartapost.com/life/2018/07/21/5-books-yuval-noah-harari-wants-you-to-read.html
4. Enlightenment Now: The Case for Reason, Science, Humanism and Progress - Steven Pinker
https://www.gatesnotes.com/Books/Enlightenment-Now
Enlightenment Now uses statistics to argue that life is better now that it has ever been.
https://www.nsf.gov/news/news_summ.jsp?cntn_id=298146
https://news.fsu.edu/news/science-technology/2019/03/22/new-computational-tool-could-change-how-we-study-pathogens-fsu-researchers-say/
https://en.wikipedia.org/wiki/Coalescent_theory
https://www.pnas.org/content/116/13/6244.abstract
Fractional coalescent
Somayeh Mashayekhi and Peter Beerli
PNAS March 26, 2019 116 (13) 6244-6249; published ahead of print March 13, 2019 https://doi.org/10.1073/pnas.1810239116
Edited by Scott V. Edwards, Harvard University, Cambridge, MA, and approved February 15, 2019 (received for review June 21, 2018)
https://www.pnas.org/content/116/13/6244
Acknowledgments
We thank John Wakeley and three anonymous referees for giving us many suggestions that helped us to improve our manuscript considerably. This work has been supported by National Science Foundation Award DBI 1564822 and the IT resources at the research computing center of Florida State University.
Sunday, March 31, 2019
Saturday, March 30, 2019
Nietzsche, Conan, Max von Sydow
49:17
Jennifer Ratner-Rosenhagen - American Nietzsche: A History of an Icon and His Ideas (Part 2)
https://youtu.be/oB9KQo2YWTY?t=2007
https://youtu.be/oB9KQo2YWTY?t=2007
https://youtu.be/oB9KQo2YWTY?t=1987
https://youtu.be/oB9KQo2YWTY?t=1987
TJ Singh
Published on Jul 27, 2018
33:24 possible that like in Blazing Saddles or
33:27 in Conan the Barbarian it can open with
33:29 a quote and it has immediate resonance
33:31 for us and part of what I try to figure
33:34 out or examine in the book is because
33:35 there's a long history of engagements
33:38 with Nietzsche
Don't be so hard on your worst self.
Conan the Barbarian: an Appreciation. Seriously.
By James Arthur
June 30th, 2009
https://therumpus.net/2009/06/conan-the-barbarian-an-appreciation-seriously/
The rights eventually changed hands, and the new director, John Milius, who had penned the screenplay for Apocalypse Now at the age of 25, rewrote Stone’s script almost entirely.
... ... ...
Conan the Barbarian, however, is too peculiar to be called “generic.” For one thing, Milius opens with an epigraph: that reliable old quote by Friedrich Nietzsche, “That which does not kill us makes us stronger.” [John] Milius intends for us to see Conan as an embodiment of those words; Conan is a prehistoric barbarian whose parents and people are slaughtered, who is sold into childhood slavery, and who, after a decade of turning an immense, literal gristmill, develops into a mass of rage and muscle, motivated entirely by the desire for revenge.
([
“From life's school of war: what does not kill me makes me stronger.” – Friedrich Nietzsche, Twilight of the Idols.
http://williamnava.com/doesnt-kill-paradox/
])
Before Conan’s father is killed—horribly, but I won’t say how—he tells the young Conan a story about giants deceiving the gods and taking for themselves the knowledge of steelmaking. The vengeful gods destroy the giants, but “… In their rage,” Conan’s father says, “the gods forgot the secret of steel and left it on the battlefield. And we who have found it are just men. Not gods, not giants: just men.” Conan’s journey is an epic search to understand “the riddle of steel” and the meaning of strength.
([
16:35
#MacDonald #Campbell #ScottishHistory
Why Does Clan MacDonald Hate Clan Campbell?
https://www.youtube.com/watch?v=HEZs0NNWXDA
https://www.youtube.com/watch?v=HEZs0NNWXDA
History With Hilbert
Published on Dec 14, 2018
Perhaps the largest feud between any of the Highland clans is between the MacDonalds and the Campbells which has not yet been forgotten even today in the 21st century.
])
https://en.wikipedia.org/wiki/Twilight_of_the_Idols
Nietzsche's original line "From life's school of war: what does not kill me makes me stronger"
https://archive.org/details/TwilightOfTheIdolsOrHowToPhilosophizeWithAHammer
#8. From the military school (Kriegsschule) of life. - What does not kill me makes me stronger. (Aus der Kriegsschule des Lebens. — Was mien nicht umbringt, macht mich starker). ([ translate.google.com : From the war school of life. - What does not kill me makes me stronger ])
[Translator note. This maxim (#8) is one of the most famous quotes from Nietzsche. See the concept Kriegsschule' in Nietzsche's notebook of Spring 1888
18 [1]. A slightly different versions of this section is in one of the Nietzsche's notebook and has this version of the maxim #8: "What does not kill us — that bring us to that makes us stronger. II faut le tuer Wagnerisme."
https://www.researchgate.net/publication/309312948_Twilight_of_the_Idols_or_How_to_Philosophize_with_a_Hammer
2:50
Great scene with Max von sydow as King Osric in Conan the Barbarian (1982) (HD-720p)
https://www.youtube.com/watch?v=MVTOag1lQHc
https://www.youtube.com/watch?v=MVTOag1lQHc
FilmSpectre
Published on Apr 30, 2013
5:15
Joubert
https://www.youtube.com/watch?v=voPmfT09jlg
https://www.youtube.com/watch?v=voPmfT09jlg
Paul Walton
Published on Jun 15, 2013
Joubert from 3 Days of the Condor.
https://en.wikipedia.org/wiki/Three_Days_of_the_Condor
([ if you use a google chrome broswer, there is a feature that should enable to you translate the following German language URL ])
https://de.wikipedia.org/wiki/Die_drei_Tage_des_Condor
1:19
Three Days of the Condor (9/10) Movie CLIP - Advice From An Assassin (1975) HD
([ the sound is better in this video and you can easily hear the background music on the speaker without having to use the earphone ])
https://www.youtube.com/watch?v=RRJ1EPuYkZQ
https://www.youtube.com/watch?v=RRJ1EPuYkZQ
Movieclips
Published on Oct 9, 2011
2:18
(Three Days Of The Condor) It's all about OIL.mkv
([ video in wide format ])
https://youtu.be/EfVMPcepx3E?t=36
https://youtu.be/EfVMPcepx3E?t=36
kwokshsee
Published on Feb 17, 2012
([ ALHS [American Literary Historical Society] ])
00:36 Director of Operations
00:38 what section?, middle east, what are you
00:45 working on, what are you doing,
00:52 what's the secret worth murdering
00:54 everybody at the ALHS house, there's no
00:58 secret, Wick showed you my report, what
01:00 report, yes, it's your network I turned up, doing
what, doing what,
01:14 what this operations care about a bunch
01:21 of goddamn books, a book in Dutch, a book
01:26 out of Venezuela, mystery stories in
01:29 Arabic, what the hell is so important
01:31 about ... oil fields
https://www.awesomefilm.com/script/ThreeDaysoftheCondor.pdf
4:59
Sydney Pollack defends Widescreen format over Pan and Scan versions of movies (2005) - HD720p
https://www.youtube.com/watch?v=kxdWKIfxLNA
https://www.youtube.com/watch?v=kxdWKIfxLNA
catgasoline
Published on Aug 28, 2013
9:49
Conversation: Forecasting vs. Scenario Planning
https://youtu.be/wXy0TUAntec?t=150
https://youtu.be/wXy0TUAntec?t=150
Stratfor
Published on Mar 16, 2015
Stratfor Editor-in-Chief David Judson discusses the similarities and differences between geopolitical forecasting and scenario planning with founder George Friedman and contributor Jay Ogilvy.
Thursday, March 21, 2019
future of electric vehicles
8:19
Driving into 2025: The Future of Electric Vehicles | Global Research Live | J.P. Morgan
https://www.youtube.com/watch?v=D-S3XlCWbSU
https://www.youtube.com/watch?v=D-S3XlCWbSU
jpmorgan
Published on Oct 5, 2018
03:48
so on the other side of the spectrum is, of course Europe, where our forecasts of calling them by 2025, there will be no internal combustion engine (ice) vehicle sold at all.
05:50
cobalt it's very well supplied market, at least until 2023.
07:09
we intentionally decided to make the cut off date at 2025, why, because we have very little visibility beyond 2025.
EV battery range and life are improving steadily, with the prospect of an affordable 600 km [(370 miles)] range vehicle by 2020 looking possible. (Ireland, 02 June 2015)
source:
https://www.jpmorgan.com/global/research/electric-vehicles
http://www.engineersjournal.ie/2019/03/12/seven-ways-electric-vehicles-are-set-to-change-the-future/
http://www.engineersjournal.ie/category/elec/
Electric Vehicles Coming of Age: Part 2 – Battery cost and infrastructural developments
http://www.engineersjournal.ie/2015/06/02/electric-vehicles-developments/
10:15
How soon could electric vehicles growth hit the oil sector?
https://www.youtube.com/watch?v=douhDTCM14Y
https://www.youtube.com/watch?v=douhDTCM14Y
S&P Global Platts
Published on Oct 17, 2017
it typically takes 5 to 10 years for new mining project to come on stream
lithium: Chile, Argentina, Bolivia
https://en.wikipedia.org/wiki/California_Air_Resources_Board
40:50
The future we're building -- and boring | Elon Musk
https://www.youtube.com/watch?v=zIwLWfaAg-8
https://www.youtube.com/watch?v=zIwLWfaAg-8
https://youtu.be/zIwLWfaAg-8?t=2159
https://youtu.be/zIwLWfaAg-8?t=2159
TED
Published on May 3, 2017
35:59
EM: I think there's --
I look at the future from the standpoint of probabilities.
It's like a branching stream of probabilities,
and there are actions that we can take that affect those probabilities
or that accelerate one thing or slow down another thing.
I may introduce something new to the probability stream.
Sustainable energy will happen no matter what.
If there was no Tesla, if Tesla never existed,
it would have to happen out of necessity.
It's tautological.
If you don't have sustainable energy, it means you have unsustainable energy.
Eventually you will run out,
and the laws of economics will drive civilization
towards sustainable energy,
inevitably.
The fundamental value of a company like Tesla
is the degree to which it accelerates the advent of sustainable energy,
faster than it would otherwise occur.
So when I think, like,
what is the fundamental good of a company like Tesla,
I would say, hopefully,
if it accelerated that by a decade, potentially more than a decade,
that would be quite a good thing to occur.
That's what I consider to be
the fundamental aspirational good of Tesla.
2:14
Elon Musk: Accelerating Electric Car Adoption
https://www.youtube.com/watch?v=vymFN08pIzM
https://www.youtube.com/watch?v=vymFN08pIzM
Stanford Graduate School of Business
Published on Apr 14, 2014
9:03
General Motors EV1 OverView
https://www.youtube.com/watch?v=fLknNrrL6QU
https://www.youtube.com/watch?v=fLknNrrL6QU
EV1Forever
Published on Jan 27, 2009
6:12
GM Killed their BEST product EVER!!
https://www.youtube.com/watch?v=l3OnYjP4FTk
https://www.youtube.com/watch?v=l3OnYjP4FTk
Steve Todey
Published on Sep 25, 2009
last consumer ev1 in los angeles
july 2004
1. 1909 Baker Electric Coupe
https://www.nytimes.com/2007/08/05/automobiles/05BAKER.html
2. Forgotten Concept: 1966 Chevy Electrovair II
https://www.autoblog.com/2010/08/13/forgotten-concept-1966-chevy-electrovair-ii/
3. general motors EV1
from 1996 to 1999.
https://en.wikipedia.org/wiki/General_Motors_EV1
4. toyota rav4 EV
1997 to 2003
https://en.wikipedia.org/wiki/Toyota_RAV4_EV
5. honda EV
https://en.wikipedia.org/wiki/Honda_EV_Plus
8:43
Did You Know - The First Cars Were Electric?
https://www.youtube.com/watch?v=XlMFLPGUiQE
https://www.youtube.com/watch?v=XlMFLPGUiQE
ColdFusion
Published on Nov 27, 2017
2:25
1914 Detroit Electric Car
https://www.youtube.com/watch?v=v_05ddNt_-8
https://www.youtube.com/watch?v=v_05ddNt_-8
EdisonTechCenter
Published on Dec 11, 2014
13:43
Jay Leno's Baker Electric Car
https://www.youtube.com/watch?v=OhnjMdzGusc
https://www.youtube.com/watch?v=OhnjMdzGusc
MyClassicCarTV
Published on Nov 26, 2012
3:11
http://www.ev1.org/nimhsup.htm
https://en.wikipedia.org/wiki/Patent_encumbrance_of_large_automotive_NiMH_batteries
Masahiko Oshitani
large-format NiMH batteries
https://en.wikipedia.org/wiki/Stanford_R._Ovshinsky
The Electric Car: The Untold Story | Ep. 16 Electrovair and Electrovan Public Release
https://www.youtube.com/watch?v=Rr0-vEen_gU
https://www.youtube.com/watch?v=Rr0-vEen_gU
PilotCarRegistry
Published on Aug 5, 2018
12:03
5 Electric Vehicles( EVS) You Should See
https://www.youtube.com/watch?v=SawqMSTYUSk
https://www.youtube.com/watch?v=SawqMSTYUSk
techupdate
Published on Feb 6, 2017
16:51
Advanced Engineering Summit: Sarwant Singh, Partner at Frost & Sullivan
https://www.youtube.com/watch?v=LZK3oHE8LXQ
https://www.youtube.com/watch?v=LZK3oHE8LXQ
UK Trade & Investment (UKTI)
Published on Aug 10, 2012
13:52
fastest growing (selective) technologies (world), penetration of total cars sold annually (2020)
On energy projection (energy consumption patterns)
Steve Coll, Private empire : exxonmobil an american power, 2013 [ ]
p.304 2030 and beyond
Oil and gas were here to stay, Exxon-Mobil's economists and planners had concluded; fossil fuels would be central to global economics and security until 2030 and beyond.
p.306 Exxon's forecasters
It turned out that in 1980, Exxon's forecasters had been half right and half wrong about the future. They had correctly predicted, within 1 percent, the total amount of energy the world would consume in 2000--a remarkable feat.
p.306 steady-as-you-go & available supply
The answer, he said, was to manage on a “steady-as-you-go basis and try to make sure the fundamentals are right.” Rather than forecasting price, Raymond decided to concentrate instead on predicting volumes--the amount of oil and other energy sources global consumers would demand over time, and also the amount of available supply.5
p.307 3 percent per year until 2030
Historically, ExxonMobile's analysts believed, the pace of a country's economic growth typically explained about two thirds of its changes in energy consumption; population changes explained only about one third. Economic activity, in other words, not the number of people, would be the most important factor in future energy demand. When they added up all of their individual country predictions, ExxonMobil's analysts concluded that the world's economy would grow on average by about 3 percent per year until 2030.6
p.308 transportation sector
The transportation sector--cars, pickup trucks, heavy trucks, airplanes, ships, and trains--was the most important factor in the global market for liquid oil. Three quarters of the roughly 20 million barrels of oil the United States consumed each day was as transportation fuel; the rest went to industrial uses, such as the manufacture of plastics. Virtually no oil went to generate electricity--coal, natural gas, hydroelectric, and nuclear energy provided the main sources of electric power generation.
...; unless all-electric cars and vehicles spread very rapidly in the United States, windmill construction, whatever its pace, would have little impact on the amount of foreign oil the United States consumed.
p.309
Titanic changes in the patterns of energy use over decades would be required to create even modest changes in fuel consumption patterns.
pp.310-311
...; they predicted, therefore, that CO2 emissions would rise by an additional 30 percent worldwide between 2005 and 2030.
(Private empire : exxonmobil an american power / by steve coll., 1. exxon corporation, 2. exxon mobil corporation, 3. petroleum industry and trade--political aspects--united states, 4. corporate power--united states, 5. big business--united states, )
William LeMessurier, Diane Hartley
8:23
Citicorp Center | NYC skyscraper saved by a student’s question
https://www.youtube.com/watch?v=Bv2YQnT6pSo
https://www.youtube.com/watch?v=Bv2YQnT6pSo
Tyler Ley
Published on Jun 8, 2018
In June 1978, the skyscraper's structural engineer, William LeMessurier, discovered a potentially fatal flaw in the building's design [Citygroup Center in Manhattan, New York, formerly known as the Citycorp Center, and now known by its address, 601 Lexington Avenue, in 2009, owned by Boston Properties]: the skyscraper's bolted joints were too weak to withstand 70-mile-per-hour wind gusts.
2:45
The Citicorp Building
https://www.youtube.com/watch?v=RwVNak-2-Xg
https://www.youtube.com/watch?v=RwVNak-2-Xg
WisconsinEngineerUWP
Published on May 18, 2012
https://en.wikipedia.org/wiki/Citigroup_Center
https://en.wikibooks.org/wiki/Professionalism/William_LeMessurier_and_the_CitiCorp_Building
https://en.wikipedia.org/wiki/Tuned_mass_damper
http://www.theaiatrust.com/whitepapers/ethics/LeMessurier-Stands-Tall_A-Case-Study-in-Professional-Ethics.pdf
Diane Lee Hartley
23:34
https://soundcloud.com/roman-mars/99-invisible-110-structural-integrity
http://www.slate.com/blogs/the_eye/2014/04/17/the_citicorp_tower_design_flaw_that_could_have_wiped_out_the_skyscraper.html
in the New Yorker story, the young man (college student working on her thesis project) is a young woman named, Diane Lee Hartley
https://www.newyorker.com/magazine/1995/05/29/the-fifty-nine-story-crisis
City Perils
May 29, 1995 Issue
THE FIFTY-NINE-STORY CRISIS
By Joseph Morgenstern
The New Yorker, May 29, 1995 P. 45
CITY PERILS about a structural defect uncovered in June, 1978 in Citibank's $175 million Citicorp Center tower which could have caused it to collapse in the event of a strong hurricane. Tells about designer William J. LeMessurier, who was structural consultant to the architect High Stubbins, Jr. They set their 59-story tower on four massive nine-story-high stilts and used an unusual, chevron-shaped system of wind braces. LeMessurier had established the strength of those braces in perpendicular winds. Now, in the spirit of intellectual play, in his Harvard class, he wanted to see if they were just as strong in winds hitting from 45 degrees. He discovered the design flaw and during wind tunnel tests in Ontario learned the weakest joint was at the building's 30th floor. Describes the building's active motion damping system, built into the top of the structure. By Aug. 7, 1978, steel plates to correct the defect had been designed. Welders worked seven days a week in August, after office hours, to add the plates to the wind braces. Welding was completed in October. The bank agreed to hold Stubbins' firm harmless and to accept the $2 million payment from LeMessurier and his joint-venture partners; no litigation ever ensued. Eight years ago, Citicorp turned the building into a condominium, retaining the land and the shops but selling all the office space, to Japanese buyers, at a handsome profit.
Citicorp Center Tower: how failure was averted
08 December 2015
Sean Brady reflects on the Citicorp tower crisis when high rise engineer William LeMessurier owned up to a major design flaw and set about rectifying it
http://www.engineersjournal.ie/2015/12/08/citicorp-centre-tower-failure-averted/
Based on an article originally published in ‘The New Yorker’, Sean Brady reflects on the Citicorp tower crisis
https://people.duke.edu/~hpgavin/cee421/citicorp1.htm
from welded joints to bolted joints
welded joints
stronger
expensive
labor intensive
bolted joints
weaker
cheaper
easier to install
But welded joints, which are labor-intensive and therefore expensive, can be needlessly strong; in most cases, bolted joints are more practical and equally safe. That was the position taken at the May meeting by a man from U.S. Steel, a potential bidder on the contract to erect the Pittsburgh towers. If welded joints were a condition, the project might be too expensive and his firm might not want to take it on.
"I spoke to Stanley Goldstein and said, 'Tell me about your success with those welded joints in Citicorp.' And Stanley said, 'Oh, didn't you know? They were changed--they were never welded at all, because Bethlehem Steel came to us and said they didn't think we needed to do it.'' Bethlehem, which built the Citicorp tower, had made the same objection--welds were stronger than necessary, bolts were the right way to do the job. On August 1, 1974, LeMessurier's New York office--actually a venture in conjunction with an old-line Manhattan firm called the Office of James Ruderman--had accepted Bethlehem's proposal.
The choice of bolted joints was technically sound and professionally correct.
Within this seemingly simple computation, however, lurks a powerful multiplier. At any given level of the building, the compression figure remains constant; the wind may blow harder, but the structure doesn't get any heavier. Thus, immense leverage can result from higher wind forces. In the Citicorp tower, the forty-per-cent increase in tension produced by a quartering wind became a hundred-and-sixty-per-cent increase on the building's bolts.
Precisely because of that leverage, a margin of safety is built into the standard formulas for calculating how strong a joint must be; these formulas are contained in an American Institute of Steel Construction specification that deals with joints in structural columns. What LeMessurier found in New York, however, was that the people on his team had disregarded the standard. They had chosen to define the diagonal wind braces not as columns but as trusses, which are exempt from the safety factor. As a result, the bolts holding the joints together were perilously few. "By then," LeMessurier says, "I was getting pretty shaky."
He later detailed these mistakes in a thirty-page document called "Project SERENE''; the acronym, both rueful and apt, stands for "Special Engineering Review of Events Nobody Envisioned."
http://www.openthefuture.com/wcarchive/2004/08/project_serene.html
https://people.duke.edu/~hpgavin/cee421/citicorp1.htm
BEFORE making a final judgment on how dangerous the bolted joints were, LeMessurier turned to a Canadian engineer named Alan Davenport, the director of the Boundary Layer Wind Tunnel Laboratory, at the University of Western Ontario, and a world authority on the behavior of buildings in high winds. During the Citicorp tower's design, Davenport had run extensive tests on scale models of the structure. Now LeMessurier asked him and his deputy to retrieve the relevant files and magnetic tapes. "If we were going to think about such things as the possibility of failure," LeMessurier says--the word "failure" being a euphemism for the Citicorp tower's falling down--"we would think about it in terms of the best knowledge that the state of the art can produce, which is what these guys could provide for me."
On July 26th, he flew to London, Ontario, and met with Davenport. Presenting his new calculations, LeMessurier asked the Canadians to evaluate them in the light of the original data. "And you have to tell me the truth," he added. "Don't go easy if it doesn't come out the right way." It didn't, and they didn't. The tale told by the wind-tunnel experts was more alarming than LeMessurier had expected. His assumption of a forty-per-cent increase in stress from diagonal winds was theoretically correct, but it could go higher in the real world, when storms lashed at the building and set it vibrating like a tuning fork. "Oh, my God," he thought, "now we've got that on top of an error from the bolts being under-designed." Refining their data further, the Canadians teased out wind-tunnel forces for each structural member in the building, with and without the tuned mass damper in operation; it remained for LeMessurier to interpret the numbers' meaning.
First, he went to Cambridge, where he talked to a trusted associate, and then he called his wife at their summer house in Maine. "Dorothy knew what I was up to," he says. "I told her, 'I think we've got a problem here, and I'm going to sit down and try to think about it.'" On July 28th, he drove to the northern shore of Sebago Lake, took an outboard motorboat a quarter of a mile across the water to his house on a twelve-acre private island, and worked through the wind-tunnel numbers, joint by joint and floor by floor.
The weakest joint, he discovered, was at the building's thirtieth floor; if that one gave way, catastrophic failure of the whole structure would follow. Next, he took New York City weather records provided by Alan Davenport and calculated the probability of a storm severe enough to tear that joint apart. His figures told him that such an event had a statistical probability of occurring as often as once every sixteen years--what meteorologists call a sixteen-year storm.
"That was very low, awesomely low," LeMessurier said, his voice hushed as if the horror of discovery were still fresh. "To put it another way, there was one chance in sixteen in any year, including that one." When the steadying influence of the tuned mass damper was factored in, the probability dwindled to one in fifty-five--a fifty-five-year storm. But the machine required electric current, which might fail as soon as a major storm hit.
As an experienced engineer, LeMessurier liked to think he could solve most structural problems, and the Citicorp tower was no exception. The bolted joints were readily accessible, thanks to Hugh Stubbins' insistence on putting the chevrons inside the building's skin rather than displaying them outside. With money and materials, the joints could be reinforced by welding heavy steel plates over them, like giant Band-Aids. But time was short; this was the end of July, and the height of the hurricane season was approaching. To avert disaster, LeMessurier would have to blow the whistle quickly on himself. That meant facing the pain of possible protracted litigation, probable bankruptcy, and professional disgrace. It also meant shock and dismay for Citicorp's officers and shareholders when they learned that the bank's proud new corporate symbol, built at a cost of a hundred and seventy-five million dollars, was threatened with collapse.
On the island, LeMessurier considered his options. Silence was one of them; only Davenport knew the full implications of what he had found, and he would not disclose them on his own. Suicide was another, if LeMessurier drove along the Maine Turnpike at a hundred miles an hour and steered into a bridge abutment, that would be that. But keeping silent required betting other people's lives against the odds, while suicide struck him as a coward's way out and--although he was passionate about nineteenth-century classical music--unconvincingly melodramatic. What seized him an instant later was entirely convincing, because it was so unexpected almost giddy sense of power. "I had information that nobody else in the world had," LeMessurier recalls. "I had power in my hands to effect extraordinary events that only I could initiate. I mean, sixteen years to failure--that was very simple, very clear-cut. I almost said, thank you, dear Lord, for making this problem so sharply defined that there's no choice to make.' '
When We Don't Like the Solution, We Deny the Problem
https://science.slashdot.org/story/14/11/08/1416233/when-we-dont-like-the-solution-we-deny-the-problem
PUBLISHED November 6, 2014 IN Campus
Denying Problems When We Don’t Like the Solutions
By Duke Today Staff
https://today.duke.edu/2014/11/solutionaversion
A new study from Duke University finds that people will evaluate scientific evidence based on whether they view its policy implications as politically desirable. If they don't, then they tend to deny the problem even exists. “Logically, the proposed solution to a problem, such as an increase in government regulation or an extension of the free market, should not influence one’s belief in the problem. However, we find it does,” said co-author Troy Campbell, a Ph.D. candidate at Duke's Fuqua School of Business. “The cure can be more immediately threatening than the problem.”
http://www.openthefuture.com/wcarchive/2004/08/project_serene.html
https://www.pbs.org/wgbh/buildingbig/wonder/structure/citicorp.html
Northwest corner of Citicorp Building towering over St. Peter’s Lutheran Church, New York, New York
In 1978, the skyscraper's chief structural engineer, William LeMessurier, discovered a potentially fatal flaw in the building's design: the skyscraper's bolted joints were too weak to withstand 70-mile-per-hour wind gusts. With hurricane season fast approaching, LeMessurier took no chances. He convinced Citicorp officers to hire a crew of welders to repair the fragile building. For the next three months, a construction crew welded two-inch-thick steel plates over each of the skyscraper's 200 bolted joints, permanently correcting the problem.
9:57
How Manhattan escaped tragedy
https://www.youtube.com/watch?v=TZhgTewKhTQ
https://www.youtube.com/watch?v=TZhgTewKhTQ
flaxious
Published on Oct 21, 2010
https://faculty.arch.tamu.edu/media/cms_page_media/4433/Citicorp.pdf
Video unavailable
This video is no longer available because the YouTube account associated with this video has been terminated.
https://www.youtube.com/watch?v=bXpyukjQoGw
https://www.youtube.com/watch?v=bXpyukjQoGw
Citicorp Center | NYC skyscraper saved by a student’s question
https://www.youtube.com/watch?v=Bv2YQnT6pSo
https://www.youtube.com/watch?v=Bv2YQnT6pSo
Tyler Ley
Published on Jun 8, 2018
In June 1978, the skyscraper's structural engineer, William LeMessurier, discovered a potentially fatal flaw in the building's design [Citygroup Center in Manhattan, New York, formerly known as the Citycorp Center, and now known by its address, 601 Lexington Avenue, in 2009, owned by Boston Properties]: the skyscraper's bolted joints were too weak to withstand 70-mile-per-hour wind gusts.
2:45
The Citicorp Building
https://www.youtube.com/watch?v=RwVNak-2-Xg
https://www.youtube.com/watch?v=RwVNak-2-Xg
WisconsinEngineerUWP
Published on May 18, 2012
https://en.wikipedia.org/wiki/Citigroup_Center
https://en.wikibooks.org/wiki/Professionalism/William_LeMessurier_and_the_CitiCorp_Building
https://en.wikipedia.org/wiki/Tuned_mass_damper
http://www.theaiatrust.com/whitepapers/ethics/LeMessurier-Stands-Tall_A-Case-Study-in-Professional-Ethics.pdf
Diane Lee Hartley
23:34
https://soundcloud.com/roman-mars/99-invisible-110-structural-integrity
http://www.slate.com/blogs/the_eye/2014/04/17/the_citicorp_tower_design_flaw_that_could_have_wiped_out_the_skyscraper.html
in the New Yorker story, the young man (college student working on her thesis project) is a young woman named, Diane Lee Hartley
https://www.newyorker.com/magazine/1995/05/29/the-fifty-nine-story-crisis
City Perils
May 29, 1995 Issue
THE FIFTY-NINE-STORY CRISIS
By Joseph Morgenstern
The New Yorker, May 29, 1995 P. 45
CITY PERILS about a structural defect uncovered in June, 1978 in Citibank's $175 million Citicorp Center tower which could have caused it to collapse in the event of a strong hurricane. Tells about designer William J. LeMessurier, who was structural consultant to the architect High Stubbins, Jr. They set their 59-story tower on four massive nine-story-high stilts and used an unusual, chevron-shaped system of wind braces. LeMessurier had established the strength of those braces in perpendicular winds. Now, in the spirit of intellectual play, in his Harvard class, he wanted to see if they were just as strong in winds hitting from 45 degrees. He discovered the design flaw and during wind tunnel tests in Ontario learned the weakest joint was at the building's 30th floor. Describes the building's active motion damping system, built into the top of the structure. By Aug. 7, 1978, steel plates to correct the defect had been designed. Welders worked seven days a week in August, after office hours, to add the plates to the wind braces. Welding was completed in October. The bank agreed to hold Stubbins' firm harmless and to accept the $2 million payment from LeMessurier and his joint-venture partners; no litigation ever ensued. Eight years ago, Citicorp turned the building into a condominium, retaining the land and the shops but selling all the office space, to Japanese buyers, at a handsome profit.
Citicorp Center Tower: how failure was averted
08 December 2015
Sean Brady reflects on the Citicorp tower crisis when high rise engineer William LeMessurier owned up to a major design flaw and set about rectifying it
http://www.engineersjournal.ie/2015/12/08/citicorp-centre-tower-failure-averted/
Based on an article originally published in ‘The New Yorker’, Sean Brady reflects on the Citicorp tower crisis
https://people.duke.edu/~hpgavin/cee421/citicorp1.htm
from welded joints to bolted joints
welded joints
stronger
expensive
labor intensive
bolted joints
weaker
cheaper
easier to install
But welded joints, which are labor-intensive and therefore expensive, can be needlessly strong; in most cases, bolted joints are more practical and equally safe. That was the position taken at the May meeting by a man from U.S. Steel, a potential bidder on the contract to erect the Pittsburgh towers. If welded joints were a condition, the project might be too expensive and his firm might not want to take it on.
"I spoke to Stanley Goldstein and said, 'Tell me about your success with those welded joints in Citicorp.' And Stanley said, 'Oh, didn't you know? They were changed--they were never welded at all, because Bethlehem Steel came to us and said they didn't think we needed to do it.'' Bethlehem, which built the Citicorp tower, had made the same objection--welds were stronger than necessary, bolts were the right way to do the job. On August 1, 1974, LeMessurier's New York office--actually a venture in conjunction with an old-line Manhattan firm called the Office of James Ruderman--had accepted Bethlehem's proposal.
The choice of bolted joints was technically sound and professionally correct.
Within this seemingly simple computation, however, lurks a powerful multiplier. At any given level of the building, the compression figure remains constant; the wind may blow harder, but the structure doesn't get any heavier. Thus, immense leverage can result from higher wind forces. In the Citicorp tower, the forty-per-cent increase in tension produced by a quartering wind became a hundred-and-sixty-per-cent increase on the building's bolts.
Precisely because of that leverage, a margin of safety is built into the standard formulas for calculating how strong a joint must be; these formulas are contained in an American Institute of Steel Construction specification that deals with joints in structural columns. What LeMessurier found in New York, however, was that the people on his team had disregarded the standard. They had chosen to define the diagonal wind braces not as columns but as trusses, which are exempt from the safety factor. As a result, the bolts holding the joints together were perilously few. "By then," LeMessurier says, "I was getting pretty shaky."
He later detailed these mistakes in a thirty-page document called "Project SERENE''; the acronym, both rueful and apt, stands for "Special Engineering Review of Events Nobody Envisioned."
http://www.openthefuture.com/wcarchive/2004/08/project_serene.html
https://people.duke.edu/~hpgavin/cee421/citicorp1.htm
BEFORE making a final judgment on how dangerous the bolted joints were, LeMessurier turned to a Canadian engineer named Alan Davenport, the director of the Boundary Layer Wind Tunnel Laboratory, at the University of Western Ontario, and a world authority on the behavior of buildings in high winds. During the Citicorp tower's design, Davenport had run extensive tests on scale models of the structure. Now LeMessurier asked him and his deputy to retrieve the relevant files and magnetic tapes. "If we were going to think about such things as the possibility of failure," LeMessurier says--the word "failure" being a euphemism for the Citicorp tower's falling down--"we would think about it in terms of the best knowledge that the state of the art can produce, which is what these guys could provide for me."
On July 26th, he flew to London, Ontario, and met with Davenport. Presenting his new calculations, LeMessurier asked the Canadians to evaluate them in the light of the original data. "And you have to tell me the truth," he added. "Don't go easy if it doesn't come out the right way." It didn't, and they didn't. The tale told by the wind-tunnel experts was more alarming than LeMessurier had expected. His assumption of a forty-per-cent increase in stress from diagonal winds was theoretically correct, but it could go higher in the real world, when storms lashed at the building and set it vibrating like a tuning fork. "Oh, my God," he thought, "now we've got that on top of an error from the bolts being under-designed." Refining their data further, the Canadians teased out wind-tunnel forces for each structural member in the building, with and without the tuned mass damper in operation; it remained for LeMessurier to interpret the numbers' meaning.
First, he went to Cambridge, where he talked to a trusted associate, and then he called his wife at their summer house in Maine. "Dorothy knew what I was up to," he says. "I told her, 'I think we've got a problem here, and I'm going to sit down and try to think about it.'" On July 28th, he drove to the northern shore of Sebago Lake, took an outboard motorboat a quarter of a mile across the water to his house on a twelve-acre private island, and worked through the wind-tunnel numbers, joint by joint and floor by floor.
The weakest joint, he discovered, was at the building's thirtieth floor; if that one gave way, catastrophic failure of the whole structure would follow. Next, he took New York City weather records provided by Alan Davenport and calculated the probability of a storm severe enough to tear that joint apart. His figures told him that such an event had a statistical probability of occurring as often as once every sixteen years--what meteorologists call a sixteen-year storm.
"That was very low, awesomely low," LeMessurier said, his voice hushed as if the horror of discovery were still fresh. "To put it another way, there was one chance in sixteen in any year, including that one." When the steadying influence of the tuned mass damper was factored in, the probability dwindled to one in fifty-five--a fifty-five-year storm. But the machine required electric current, which might fail as soon as a major storm hit.
As an experienced engineer, LeMessurier liked to think he could solve most structural problems, and the Citicorp tower was no exception. The bolted joints were readily accessible, thanks to Hugh Stubbins' insistence on putting the chevrons inside the building's skin rather than displaying them outside. With money and materials, the joints could be reinforced by welding heavy steel plates over them, like giant Band-Aids. But time was short; this was the end of July, and the height of the hurricane season was approaching. To avert disaster, LeMessurier would have to blow the whistle quickly on himself. That meant facing the pain of possible protracted litigation, probable bankruptcy, and professional disgrace. It also meant shock and dismay for Citicorp's officers and shareholders when they learned that the bank's proud new corporate symbol, built at a cost of a hundred and seventy-five million dollars, was threatened with collapse.
On the island, LeMessurier considered his options. Silence was one of them; only Davenport knew the full implications of what he had found, and he would not disclose them on his own. Suicide was another, if LeMessurier drove along the Maine Turnpike at a hundred miles an hour and steered into a bridge abutment, that would be that. But keeping silent required betting other people's lives against the odds, while suicide struck him as a coward's way out and--although he was passionate about nineteenth-century classical music--unconvincingly melodramatic. What seized him an instant later was entirely convincing, because it was so unexpected almost giddy sense of power. "I had information that nobody else in the world had," LeMessurier recalls. "I had power in my hands to effect extraordinary events that only I could initiate. I mean, sixteen years to failure--that was very simple, very clear-cut. I almost said, thank you, dear Lord, for making this problem so sharply defined that there's no choice to make.' '
When We Don't Like the Solution, We Deny the Problem
https://science.slashdot.org/story/14/11/08/1416233/when-we-dont-like-the-solution-we-deny-the-problem
PUBLISHED November 6, 2014 IN Campus
Denying Problems When We Don’t Like the Solutions
By Duke Today Staff
https://today.duke.edu/2014/11/solutionaversion
A new study from Duke University finds that people will evaluate scientific evidence based on whether they view its policy implications as politically desirable. If they don't, then they tend to deny the problem even exists. “Logically, the proposed solution to a problem, such as an increase in government regulation or an extension of the free market, should not influence one’s belief in the problem. However, we find it does,” said co-author Troy Campbell, a Ph.D. candidate at Duke's Fuqua School of Business. “The cure can be more immediately threatening than the problem.”
http://www.openthefuture.com/wcarchive/2004/08/project_serene.html
https://www.pbs.org/wgbh/buildingbig/wonder/structure/citicorp.html
Northwest corner of Citicorp Building towering over St. Peter’s Lutheran Church, New York, New York
In 1978, the skyscraper's chief structural engineer, William LeMessurier, discovered a potentially fatal flaw in the building's design: the skyscraper's bolted joints were too weak to withstand 70-mile-per-hour wind gusts. With hurricane season fast approaching, LeMessurier took no chances. He convinced Citicorp officers to hire a crew of welders to repair the fragile building. For the next three months, a construction crew welded two-inch-thick steel plates over each of the skyscraper's 200 bolted joints, permanently correcting the problem.
9:57
How Manhattan escaped tragedy
https://www.youtube.com/watch?v=TZhgTewKhTQ
https://www.youtube.com/watch?v=TZhgTewKhTQ
flaxious
Published on Oct 21, 2010
https://faculty.arch.tamu.edu/media/cms_page_media/4433/Citicorp.pdf
Video unavailable
This video is no longer available because the YouTube account associated with this video has been terminated.
https://www.youtube.com/watch?v=bXpyukjQoGw
https://www.youtube.com/watch?v=bXpyukjQoGw
Ed Catmull
6:44
Ed Catmull, Pixar-Disney President, on building a sustainable culture
https://www.youtube.com/watch?v=WVnhdEW3GC0
https://www.youtube.com/watch?v=WVnhdEW3GC0
This Week In Startups
Published on Aug 17, 2016
8:38
Video Review for Creativity Inc by Ed Catmull
https://www.youtube.com/watch?v=IJi1_YGYvOM
https://www.youtube.com/watch?v=IJi1_YGYvOM
Callibrain
Published on Sep 30, 2015
27:41
This is what makes Pixar so successful according to Ed Catmull | Fortune
https://www.youtube.com/watch?v=VMMKWVIUqm8
https://www.youtube.com/watch?v=VMMKWVIUqm8
Fortune Magazine
Published on Jul 17, 2015
principle of the brain trust
1. no one could override the director
basically, we removed the power structure from the room
it's easier said than done, because people will sometimes defer to the power structure
the reason we removed the power structure, because they will enter the room in a defensive posture, and that will make so that they don't listen
2. peer-to-peer
film-maker talking to film-maker (not boss talking to employee)
3. they all share in each other success
4. give and take honest note (candor)
59:30
Ed Catmull: Creativity, Inc. [Entire Talk]
https://www.youtube.com/watch?v=ffixfwt654I
https://www.youtube.com/watch?v=ffixfwt654I
Stanford eCorner
Published on May 5, 2014
36:30
so our view as the managers was not to actually examine the idea at the time, it was to sit back and examine the dynamics of the room.
because if the dynamics are working, they are going to solve the problem.
so rather than me get caught up in a problem, I wanted to look and see if they are all saying what they think?
39:17
so we determined to turn them around.
so we worked with them, we taught the principles, it took a while.
the fact is all the stuff sounds good, but like a lot of things that sound good they depend upon trust, and trust is something that takes a while to earn.
and usually what it means is, you have to go through some screw ups together and some failures and mess ups, and then still be there for each other.
and when you are there for each other, you really begin to trust each other, then begin to apply the principles.
42:21
that is, just seeing how it worked altered their behavior.
44:36
you can see how well the team is working together, but you can't judge the ideas.
46:13
so then the question is okay, could I have said anything to myself
at 20 years - when I was 20 years - that would have made a difference.
and honest to god, I don't know.
47:22
and kind of missing the deeper point is that sometimes those things that are true don't actually alter our behavior.
49:00
in some cases, they were correct and they are no longer correct.
([ I got a lot out of this ])
39:36
Ed Catmull, President, Walt Disney and Pixar Animation Studios
https://www.youtube.com/watch?v=p2xVHRtidH0
https://www.youtube.com/watch?v=p2xVHRtidH0
Berkeley Haas
Streamed live on Mar 19, 2015
03:53
04:58
first order conclusion
08:17
it became quickly artistically bankrupt, because they kept repeating the same model, over and over, again
12:45
the only thing they have done is to change the name, but other than that, there's no change in behavior
14:39
that's the key concept is you have to make it safe for them to listen
15:39
once they get to know each other, they learn how to ignore each other's notes
19:11 it took two years for them to become good
19:18 and then took another two years for them
19:21 to become great, now after the two years
19:27 when they became good
19:28 I knew they were missing something that
19:30 we had at Pixar they didn't have and I
19:32 did not know how to replace that; when
19:36 they became great two years later I
19:38 didn't know why, I could look around the
19:40 room a sec here this room is great they
19:43 have a different personality, I don't
19:45 know what the missing element was and
19:48 I'll come back to that
23:37
the permission to make it safe to fail though have to come from the top, unless the top allows it, they won't do it
30:12
there are subtle and difficult forces at work all the time that we can't see and our job is to look for them
36:54
we realized we now have two groups that speak the same language, they know what it means to give notes to each other at that phase of time, they respect each other, and they have fresh eyes; and we can probably only do this once per film
38:07 this notion of that - first order
38:09 conclusion - if you're successful
you must be doing stuff that's right,
38:12 well what it's doing is
38:15 hiding problems, and so what we're
38:17 finding is there (their?) new problem surfacing
38:19 because of the success, because the
38:22 assumptions which causes the groups to
38:25 become more conservative and it's a very
38:29 fascinating process to watch
9:36
Ed Catmull on encouraging and enforcing a creative process
https://www.youtube.com/watch?v=ob9WbAmTcrA
https://www.youtube.com/watch?v=ob9WbAmTcrA
INBOUND
Published on Nov 14, 2017
53:46
E665: Ed Catmull, Pixar-Disney & Creativity, Inc: on pioneering computer animation, Lucas, Jobs -PT1
https://www.youtube.com/watch?v=5jpANsucUGc
https://www.youtube.com/watch?v=5jpANsucUGc
This Week In Startups
Published on Aug 12, 2016
54:10
Ed Catmull, Pixar: Keep Your Crises Small
https://www.youtube.com/watch?v=k2h2lvhzMDc
https://www.youtube.com/watch?v=k2h2lvhzMDc
Stanford Graduate School of Business
Published on Jul 28, 2009
I want to start off with two questions
why do successful companies fail?
our central problem is not finding good people, it's finding good ideas
03:22 our central problem
03:25 is not finding good people, it's finding
03:28 good ideas
https://youtu.be/k2h2lvhzMDc?t=289
04:49 there were always problems; people felt
04:51 comfortable about coming in and
04:53 expressing the problems, we couldn't fix
04:55 every problem, but it's important to hear
04:57 them; the other thing we had was
https://youtu.be/k2h2lvhzMDc?t=524
08:44 coming out with them and we're very
08:46 aware there's a second product syndrome
08:48 where you kind of overdo in the second
08:50 one and you
08:50 and you blow it so we got somebody
https://nomorestartupmyths.com/second-product-syndrome-new-entrepreneurs-fall-victim/
https://youtu.be/k2h2lvhzMDc?t=631
that
10:34 whole notion of controlling that
10:36 information flow pissed everybody off,
10:41 and yet there was a feeling he had to
10:43 maintain control, the key concept we
10:45 realized at that time was that we had
10:47 confused the organizational structure
10:49 with the communication structure, very
10:52 common thing that happens a lot of
10:54 companies; they are different; yes, you
10:57 must be organized; things must happen in
10:59 order; you can lose control, but
11:03 communication needs to be able to happen
11:05 between anybody in the company, at
11:08 anytime; it really is its peer-to-peer
https://youtu.be/k2h2lvhzMDc?t=737
12:13 the other question which was the
12:17 difficult one for me was why had I
12:19 missed this problem
https://youtu.be/k2h2lvhzMDc?t=759
12:35 new people that came into an existing
12:38 structure, they accepted it, they were
12:40 used to reporting to producers, and if
12:48 you didn't like it, we only had a job for
12:50 four months, and just put up with it;
12:51 you'd move on, so there was no reason
12:54 for them the complaint; just put up with it
https://youtu.be/k2h2lvhzMDc?t=802
13:22 fundamental problems I think with
13:25 companies and that is that “success hides
13:28 problems”. it happens to a lot of us in
it happens to a lot of us in our personal lives
with our health.
when we're healthy, there may be a lot of things that
are bad for us, but our health lets us get away with
doing stuff that's bad for us.
then years later, the logic of that time doesn't hold up,
but we do that.
it happens with a lot of companies.
it happens with state, local, and national governments.
when you're healthy, and you've got the resources,
you don't need to address the problems.
they were actually very healthy, and they're
very strong.
and the problems were there, but they don't have to look
at them at that time, because they let the success
they let that get in the way of diving deep, and
finding the problems.
https://youtu.be/k2h2lvhzMDc?t=844
14:04 the problems were there
14:06 but they didn't have to look at them at
14:07 that time, they let the success and they
14:10 were successful that time they let that
14:12 get in the way of diving deep and
14:14 defining the problems; so even though I
14:18 was kind of aware of this problem, I been
14:20 caught by it, too; so just being aware of
14:22 it wasn't enough; so that the next
https://youtu.be/k2h2lvhzMDc?t=1307
21:47 so I come back to the
21:53 first question, which is more important
21:55 the or what's the central problem,
21:58 finding good ideas or finding good
22:00 people; and the answer is very clear: the
22:03 idea was the same, if you have a good
22:06 idea and you give it to mediocre group
22:08 they'll screw it up; if you give a
22:11 mediocre idea to a good group, they'll
22:13 fix it or they'll throw it away, and come
22:15 up with something else
https://youtu.be/k2h2lvhzMDc?t=1349
22:29 we think about ideas
22:31 for products, and it's usually thought of
22:33 as some singular thing; but the reality
22:36 is these successful movies as well
22:37 successful products have got thousands
22:40 of ideas; there's all sorts of things
22:42 necessary to make it be successful, and
22:44 you have to get most of them right to do
22:48 it, and that's why you need a team that
22:50 works well together
https://youtu.be/k2h2lvhzMDc?t=1393
23:13 the goal of development is not to
23:18 find good ideas; it's to put together
23:20 teams of people that function well together
23:27 and to this day this development
23:29 department is loved by the directors,
23:31 because it's a support group; it's not
23:33 something telling them what to do; it's
23:34 not a gate; it's a support group
24:45 that 2d animation in this country was
24:49 actually shut down. cause they thought
24:50 the audience lost the taste for 2d, and
24:52 just wanted 3d; it's all nonsense; it had
24:55 nothing to do with the technology; it had to
24:57 do with the story
25:31 there are thousands of movies out there;
25:32 they're actually great idea, but they're
25:33 poorly executed; they should be remaking
25:35 bad movies. or as it happens with product,
25:39 the ones that do better aren't
25:40 those and just copy somebody else's good
25:42 product. they actually take the thing
25:43 that's going wrong and fix that
https://youtu.be/k2h2lvhzMDc?t=1551
25:51 they could
25:52 copy the technology, but they couldn't
25:55 copy the process we were used to come up
25:58 with a story
https://youtu.be/k2h2lvhzMDc?t=1575
26:15 so we instituted a process of doing post
26:20 mortems after every movie, trying to do a
26:22 deep analysis. the first post mortems
26:24 were very successful. we worked very hard
26:27 to make sure people were safe. they
26:29 didn't get shot for pointing out
26:30 problems. and everybody got a lot out of
26:34 them. they valued them greatly.
26:36 so we're off to a good start, but then it
26:39 go on to the next post-mortem. people
26:42 began to game the system.
https://youtu.be/k2h2lvhzMDc?t=1650
27:30 so we what we found is we have to
27:33 change the way we do the post-mortems
27:35 every single film. because the next film
27:38 they'll game it. but if we can change it
27:40 in the right way, then it will work.
https://youtu.be/k2h2lvhzMDc?t=1718
28:38 so let me summarize a few things we've
28:41 learned: one is the constant review.
28:44 second is it must be safe for people to
28:46 tell the truth.
28:48 third is the communication should not
28:51 mirror the organizational hierarchy.
28:54 people and how they function is more
28:57 important than ideas, and do not let
28:59 success mask problems. do a deep assessment.
29:53 everybody says the stories the
29:57 most important thing, even if the story
29:59 was drivel; it might be true that it is
30:05 true, but it doesn't affect behavior.
32:42 the phrase is important in this
32:45 community it just doesn't have any
32:46 effect on behavior.
32:48 once one can
32:54 articulate an important idea into a
32:57 concise statement, then one can use this
33:01 statement, and not have to have the fear
33:02 of changing behavior.
I just I see this over and over again.
https://youtu.be/k2h2lvhzMDc?t=2034
we're always missing something that is important
So let me return to the first question.
why do successful companies fail?
https://youtu.be/k2h2lvhzMDc?t=2069
The falling takes place slow, but the collapse is quick.
You have to do constant assessment.
You have to look for the hard truth.
https://youtu.be/k2h2lvhzMDc?t=2086
I think the curse is on the people that don't listen, right?
We have to be the ones who are looking for it all the time.
and when we hear things, evaluate it, “Is it right?”
https://youtu.be/k2h2lvhzMDc?t=2101
35:01 but there are two fundamental kinds of
35:02 crises. one is that you don't like what
35:07 you see. so you have to make changes. now
35:11 the fact that you make changes is is not
35:13 in and of itself a crisis. that's just
35:15 hard work. what makes a crisis is there a
35:18 lot of people with a vested interest and
35:20 with positions. and you've got to
35:22 actually rearrange things, and it's and
35:24 it's people butting up against each
35:26 other. and that's a hard thing to do. it's
35:28 an emotional thing to do.
35:30 but you do that, and you end up making a
35:33 better film.
https://youtu.be/k2h2lvhzMDc?t=2380
39:41 Ghana who's he was brilliant, and he is
39:44 extremely good at getting taking facts,
39:48 in teasing out important information, and
39:50 you present that important information,
39:52 really concise ways, and just it's things
39:54 that people didn't see before.
39:55 so the fact they see that means they
39:58 want to participate.
Ed Catmull, Pixar-Disney President, on building a sustainable culture
https://www.youtube.com/watch?v=WVnhdEW3GC0
https://www.youtube.com/watch?v=WVnhdEW3GC0
This Week In Startups
Published on Aug 17, 2016
8:38
Video Review for Creativity Inc by Ed Catmull
https://www.youtube.com/watch?v=IJi1_YGYvOM
https://www.youtube.com/watch?v=IJi1_YGYvOM
Callibrain
Published on Sep 30, 2015
27:41
This is what makes Pixar so successful according to Ed Catmull | Fortune
https://www.youtube.com/watch?v=VMMKWVIUqm8
https://www.youtube.com/watch?v=VMMKWVIUqm8
Fortune Magazine
Published on Jul 17, 2015
principle of the brain trust
1. no one could override the director
basically, we removed the power structure from the room
it's easier said than done, because people will sometimes defer to the power structure
the reason we removed the power structure, because they will enter the room in a defensive posture, and that will make so that they don't listen
2. peer-to-peer
film-maker talking to film-maker (not boss talking to employee)
3. they all share in each other success
4. give and take honest note (candor)
59:30
Ed Catmull: Creativity, Inc. [Entire Talk]
https://www.youtube.com/watch?v=ffixfwt654I
https://www.youtube.com/watch?v=ffixfwt654I
Stanford eCorner
Published on May 5, 2014
36:30
so our view as the managers was not to actually examine the idea at the time, it was to sit back and examine the dynamics of the room.
because if the dynamics are working, they are going to solve the problem.
so rather than me get caught up in a problem, I wanted to look and see if they are all saying what they think?
39:17
so we determined to turn them around.
so we worked with them, we taught the principles, it took a while.
the fact is all the stuff sounds good, but like a lot of things that sound good they depend upon trust, and trust is something that takes a while to earn.
and usually what it means is, you have to go through some screw ups together and some failures and mess ups, and then still be there for each other.
and when you are there for each other, you really begin to trust each other, then begin to apply the principles.
42:21
that is, just seeing how it worked altered their behavior.
44:36
you can see how well the team is working together, but you can't judge the ideas.
46:13
so then the question is okay, could I have said anything to myself
at 20 years - when I was 20 years - that would have made a difference.
and honest to god, I don't know.
47:22
and kind of missing the deeper point is that sometimes those things that are true don't actually alter our behavior.
49:00
in some cases, they were correct and they are no longer correct.
([ I got a lot out of this ])
39:36
Ed Catmull, President, Walt Disney and Pixar Animation Studios
https://www.youtube.com/watch?v=p2xVHRtidH0
https://www.youtube.com/watch?v=p2xVHRtidH0
Berkeley Haas
Streamed live on Mar 19, 2015
03:53
04:58
first order conclusion
08:17
it became quickly artistically bankrupt, because they kept repeating the same model, over and over, again
12:45
the only thing they have done is to change the name, but other than that, there's no change in behavior
14:39
that's the key concept is you have to make it safe for them to listen
15:39
once they get to know each other, they learn how to ignore each other's notes
19:11 it took two years for them to become good
19:18 and then took another two years for them
19:21 to become great, now after the two years
19:27 when they became good
19:28 I knew they were missing something that
19:30 we had at Pixar they didn't have and I
19:32 did not know how to replace that; when
19:36 they became great two years later I
19:38 didn't know why, I could look around the
19:40 room a sec here this room is great they
19:43 have a different personality, I don't
19:45 know what the missing element was and
19:48 I'll come back to that
23:37
the permission to make it safe to fail though have to come from the top, unless the top allows it, they won't do it
30:12
there are subtle and difficult forces at work all the time that we can't see and our job is to look for them
36:54
we realized we now have two groups that speak the same language, they know what it means to give notes to each other at that phase of time, they respect each other, and they have fresh eyes; and we can probably only do this once per film
38:07 this notion of that - first order
38:09 conclusion - if you're successful
you must be doing stuff that's right,
38:12 well what it's doing is
38:15 hiding problems, and so what we're
38:17 finding is there (their?) new problem surfacing
38:19 because of the success, because the
38:22 assumptions which causes the groups to
38:25 become more conservative and it's a very
38:29 fascinating process to watch
9:36
Ed Catmull on encouraging and enforcing a creative process
https://www.youtube.com/watch?v=ob9WbAmTcrA
https://www.youtube.com/watch?v=ob9WbAmTcrA
INBOUND
Published on Nov 14, 2017
53:46
E665: Ed Catmull, Pixar-Disney & Creativity, Inc: on pioneering computer animation, Lucas, Jobs -PT1
https://www.youtube.com/watch?v=5jpANsucUGc
https://www.youtube.com/watch?v=5jpANsucUGc
This Week In Startups
Published on Aug 12, 2016
54:10
Ed Catmull, Pixar: Keep Your Crises Small
https://www.youtube.com/watch?v=k2h2lvhzMDc
https://www.youtube.com/watch?v=k2h2lvhzMDc
Stanford Graduate School of Business
Published on Jul 28, 2009
I want to start off with two questions
why do successful companies fail?
our central problem is not finding good people, it's finding good ideas
03:22 our central problem
03:25 is not finding good people, it's finding
03:28 good ideas
https://youtu.be/k2h2lvhzMDc?t=289
04:49 there were always problems; people felt
04:51 comfortable about coming in and
04:53 expressing the problems, we couldn't fix
04:55 every problem, but it's important to hear
04:57 them; the other thing we had was
https://youtu.be/k2h2lvhzMDc?t=524
08:44 coming out with them and we're very
08:46 aware there's a second product syndrome
08:48 where you kind of overdo in the second
08:50 one and you
08:50 and you blow it so we got somebody
https://nomorestartupmyths.com/second-product-syndrome-new-entrepreneurs-fall-victim/
https://youtu.be/k2h2lvhzMDc?t=631
that
10:34 whole notion of controlling that
10:36 information flow pissed everybody off,
10:41 and yet there was a feeling he had to
10:43 maintain control, the key concept we
10:45 realized at that time was that we had
10:47 confused the organizational structure
10:49 with the communication structure, very
10:52 common thing that happens a lot of
10:54 companies; they are different; yes, you
10:57 must be organized; things must happen in
10:59 order; you can lose control, but
11:03 communication needs to be able to happen
11:05 between anybody in the company, at
11:08 anytime; it really is its peer-to-peer
https://youtu.be/k2h2lvhzMDc?t=737
12:13 the other question which was the
12:17 difficult one for me was why had I
12:19 missed this problem
https://youtu.be/k2h2lvhzMDc?t=759
12:35 new people that came into an existing
12:38 structure, they accepted it, they were
12:40 used to reporting to producers, and if
12:48 you didn't like it, we only had a job for
12:50 four months, and just put up with it;
12:51 you'd move on, so there was no reason
12:54 for them the complaint; just put up with it
https://youtu.be/k2h2lvhzMDc?t=802
13:22 fundamental problems I think with
13:25 companies and that is that “success hides
13:28 problems”. it happens to a lot of us in
it happens to a lot of us in our personal lives
with our health.
when we're healthy, there may be a lot of things that
are bad for us, but our health lets us get away with
doing stuff that's bad for us.
then years later, the logic of that time doesn't hold up,
but we do that.
it happens with a lot of companies.
it happens with state, local, and national governments.
when you're healthy, and you've got the resources,
you don't need to address the problems.
they were actually very healthy, and they're
very strong.
and the problems were there, but they don't have to look
at them at that time, because they let the success
they let that get in the way of diving deep, and
finding the problems.
https://youtu.be/k2h2lvhzMDc?t=844
14:04 the problems were there
14:06 but they didn't have to look at them at
14:07 that time, they let the success and they
14:10 were successful that time they let that
14:12 get in the way of diving deep and
14:14 defining the problems; so even though I
14:18 was kind of aware of this problem, I been
14:20 caught by it, too; so just being aware of
14:22 it wasn't enough; so that the next
https://youtu.be/k2h2lvhzMDc?t=1307
21:47 so I come back to the
21:53 first question, which is more important
21:55 the or what's the central problem,
21:58 finding good ideas or finding good
22:00 people; and the answer is very clear: the
22:03 idea was the same, if you have a good
22:06 idea and you give it to mediocre group
22:08 they'll screw it up; if you give a
22:11 mediocre idea to a good group, they'll
22:13 fix it or they'll throw it away, and come
22:15 up with something else
https://youtu.be/k2h2lvhzMDc?t=1349
22:29 we think about ideas
22:31 for products, and it's usually thought of
22:33 as some singular thing; but the reality
22:36 is these successful movies as well
22:37 successful products have got thousands
22:40 of ideas; there's all sorts of things
22:42 necessary to make it be successful, and
22:44 you have to get most of them right to do
22:48 it, and that's why you need a team that
22:50 works well together
https://youtu.be/k2h2lvhzMDc?t=1393
23:13 the goal of development is not to
23:18 find good ideas; it's to put together
23:20 teams of people that function well together
23:27 and to this day this development
23:29 department is loved by the directors,
23:31 because it's a support group; it's not
23:33 something telling them what to do; it's
23:34 not a gate; it's a support group
24:45 that 2d animation in this country was
24:49 actually shut down. cause they thought
24:50 the audience lost the taste for 2d, and
24:52 just wanted 3d; it's all nonsense; it had
24:55 nothing to do with the technology; it had to
24:57 do with the story
25:31 there are thousands of movies out there;
25:32 they're actually great idea, but they're
25:33 poorly executed; they should be remaking
25:35 bad movies. or as it happens with product,
25:39 the ones that do better aren't
25:40 those and just copy somebody else's good
25:42 product. they actually take the thing
25:43 that's going wrong and fix that
https://youtu.be/k2h2lvhzMDc?t=1551
25:51 they could
25:52 copy the technology, but they couldn't
25:55 copy the process we were used to come up
25:58 with a story
https://youtu.be/k2h2lvhzMDc?t=1575
26:15 so we instituted a process of doing post
26:20 mortems after every movie, trying to do a
26:22 deep analysis. the first post mortems
26:24 were very successful. we worked very hard
26:27 to make sure people were safe. they
26:29 didn't get shot for pointing out
26:30 problems. and everybody got a lot out of
26:34 them. they valued them greatly.
26:36 so we're off to a good start, but then it
26:39 go on to the next post-mortem. people
26:42 began to game the system.
https://youtu.be/k2h2lvhzMDc?t=1650
27:30 so we what we found is we have to
27:33 change the way we do the post-mortems
27:35 every single film. because the next film
27:38 they'll game it. but if we can change it
27:40 in the right way, then it will work.
https://youtu.be/k2h2lvhzMDc?t=1718
28:38 so let me summarize a few things we've
28:41 learned: one is the constant review.
28:44 second is it must be safe for people to
28:46 tell the truth.
28:48 third is the communication should not
28:51 mirror the organizational hierarchy.
28:54 people and how they function is more
28:57 important than ideas, and do not let
28:59 success mask problems. do a deep assessment.
29:53 everybody says the stories the
29:57 most important thing, even if the story
29:59 was drivel; it might be true that it is
30:05 true, but it doesn't affect behavior.
32:42 the phrase is important in this
32:45 community it just doesn't have any
32:46 effect on behavior.
32:48 once one can
32:54 articulate an important idea into a
32:57 concise statement, then one can use this
33:01 statement, and not have to have the fear
33:02 of changing behavior.
I just I see this over and over again.
https://youtu.be/k2h2lvhzMDc?t=2034
we're always missing something that is important
So let me return to the first question.
why do successful companies fail?
https://youtu.be/k2h2lvhzMDc?t=2069
The falling takes place slow, but the collapse is quick.
You have to do constant assessment.
You have to look for the hard truth.
https://youtu.be/k2h2lvhzMDc?t=2086
I think the curse is on the people that don't listen, right?
We have to be the ones who are looking for it all the time.
and when we hear things, evaluate it, “Is it right?”
https://youtu.be/k2h2lvhzMDc?t=2101
35:01 but there are two fundamental kinds of
35:02 crises. one is that you don't like what
35:07 you see. so you have to make changes. now
35:11 the fact that you make changes is is not
35:13 in and of itself a crisis. that's just
35:15 hard work. what makes a crisis is there a
35:18 lot of people with a vested interest and
35:20 with positions. and you've got to
35:22 actually rearrange things, and it's and
35:24 it's people butting up against each
35:26 other. and that's a hard thing to do. it's
35:28 an emotional thing to do.
35:30 but you do that, and you end up making a
35:33 better film.
https://youtu.be/k2h2lvhzMDc?t=2380
39:41 Ghana who's he was brilliant, and he is
39:44 extremely good at getting taking facts,
39:48 in teasing out important information, and
39:50 you present that important information,
39:52 really concise ways, and just it's things
39:54 that people didn't see before.
39:55 so the fact they see that means they
39:58 want to participate.
Sunday, March 10, 2019
Jeremy Grantham
25:16
Jeremy Grantham on global economy
https://www.youtube.com/watch?v=tFRxQOVtCm8
https://www.youtube.com/watch?v=tFRxQOVtCm8
CNBC Television
Published on Mar 7, 2019
1:08:04
Jeremy Grantham - What investors need to know about technology & climate change
https://www.youtube.com/watch?v=cPCblFpqrkI
https://www.youtube.com/watch?v=cPCblFpqrkI
GranthamResearch
Published on Apr 19, 2018
18:54
Will Technology Solve the Problems Caused by a Rising Population | Fortune
https://www.youtube.com/watch?v=9elrJc-v7Mk
https://www.youtube.com/watch?v=9elrJc-v7Mk
Fortune Magazine
Published on May 18, 2016
1:03:51
Jeremy Grantham on climate change - MIT Climate CoLab conference
https://www.youtube.com/watch?v=vrFiFlb1H5A
https://www.youtube.com/watch?v=vrFiFlb1H5A
MIT Climate CoLab
Published on Nov 17, 2014
https://www.google.com/search?q=food+waste
https://www.bing.com/search?q=food+waste
https://www.bing.com/search?q=conserving+energy
Sunday, March 3, 2019
cell biology (sugar, obesity, cancer)
cell biology (sugar, obesity, cancer)
extra cellular matrix (ecm) and microenvironment [molecular biology]
Gene Silencing by microRNAs
https://www.youtube.com/watch?v=t5jroSCBBwk
https://www.youtube.com/watch?v=t5jroSCBBwk
Katharina Petsche
Published on May 17, 2015
The Extracellular Matrix
https://www.youtube.com/watch?v=ufY9e15Od4I
https://www.youtube.com/watch?v=ufY9e15Od4I
AlisonLTaylor
Published on Sep 21, 2018
Tumor Microenvironment ECM
https://www.youtube.com/watch?v=KkY2nRsYH7g
https://www.youtube.com/watch?v=KkY2nRsYH7g
Syed Amzar Sayed Hud
Published on Nov 13, 2018
AACR 2009: Study of the extra cellular matrix around cancer cells and 3D assays
https://www.youtube.com/watch?v=kw8l7eijPZw
https://www.youtube.com/watch?v=kw8l7eijPZw
ecancer
Published on Nov 3, 2009
signaling pathways
interaction between a tumor cell and endothelial cells, which form eugenic vessels are dependent on tissue structure
all of a sudden they [the tumor cells] think they are normal and don't migrate, so it's a very exciting finding
find candidate molecules for therapy, so when the cells are organized, the gene they express are good genes
Mina Bissell: Experiments that point to a new understanding of cancer
https://www.youtube.com/watch?v=xukDIWFMU9Y
https://www.youtube.com/watch?v=xukDIWFMU9Y
TED
Published on Jul 16, 2012
Starving cancer: Dominic D'Agostino at TEDxTampaBay
https://www.youtube.com/watch?v=3fM9o72ykww
https://www.youtube.com/watch?v=3fM9o72ykww
TEDx Talks
Published on Dec 4, 2013
([ what if the food you eat, is medicine ])
([ theraputic benefit of helpful food ])
([ nutrition ])
6:17
“sugar addiction” is the Achilles' heel of cancer cells
6:50
Otto H. Warburg, first to describe cancer as a metabolic disease
Thomas Seyfried, “Cancer as a metabolic disease”
a variety of non-toxic alternative approaches.
what is most interesting is that the same level of oxygen that damaged the cancer cells was non-toxic to the healthy brain cells.
ketogenic diet + hyperbaric oxygen
“Let food be thy medicine.”
Starving Cancer: Ketogenic Diet a Key to Recovery
https://www.youtube.com/watch?v=3vYxOztmmfM
https://www.youtube.com/watch?v=3vYxOztmmfM
CBN News
Published on Jun 20, 2013
Starving cancer away | Sophia Lunt | TEDxMSU
https://www.youtube.com/watch?v=f6rSuJ2YheQ
https://www.youtube.com/watch?v=f6rSuJ2YheQ
TEDx Talks
Published on Apr 15, 2016
Otto H. Warburg, first to describe cancer as a metabolic disease
metabolic pathways
https://www.youtube.com/results?search_query=metabolic+pathways
Cancer & Biochemistry I
https://www.youtube.com/watch?v=wZrCPd-qiD4
https://www.youtube.com/watch?v=wZrCPd-qiD4
Colleen Huber
Published on May 20, 2018
vitamin B1 (also called thiamine)
https://www.healthline.com/nutrition/thiamine-deficiency-symptoms
Cancer & Biochemistry 3
https://www.youtube.com/watch?v=Fkq00b9khW4
https://www.youtube.com/watch?v=Fkq00b9khW4
Nature Works Best
Published on Jul 26, 2018
Cancer and Biochemistry 15
https://www.youtube.com/watch?v=xlgfK_pjE4s
https://www.youtube.com/watch?v=xlgfK_pjE4s
Nature Works Best
Published on Mar 1, 2019
https://www.youtube.com/results?search_query=Starving+cancer
Can we eat to starve cancer? - William Li
https://www.youtube.com/watch?v=OjkzfeJz66o
https://www.youtube.com/watch?v=OjkzfeJz66o
TED-Ed
Published on Apr 8, 2014
11:27
11:32
([ current consensus understanding for the causes of cancer ])
([ by studying the people who got cancer ])
([ it is unclear as to why some people do not get the disease ])
environment 90-95%
diet 30-35%
tobacco 25-30%
infections 14-20%
obesity 10-20%
others 10-15%
alcohol 4-6 %
genes 5-10%
https://www.smithsonianmag.com/science-nature/how-cheese-wheat-and-alcohol-shaped-human-evolution-180968455/
over many generations, what we eat does shape our evolutionary path. “Diet,” says anthropologist John Hawks, of the University of Wisconsin-Madison, “has been a fundamental story throughout our evolutionary history. Over the last million years there have been changes in human anatomy, teeth and the skull, that we think are probably related to changes in diet.”
And what we eat today will influence the direction we will take tomorrow.
([ and how we grow the seed, nurture and care for the soil, produce, process, and transport the food that we eat today will shape the pathway we take to morrow. ])
source:
https://www.reddit.com/r/todayilearned/comments/bimrok/til_ancient_dna_shows_how_recent_adult_lactose/
extra cellular matrix (ecm) and microenvironment [molecular biology]
Gene Silencing by microRNAs
https://www.youtube.com/watch?v=t5jroSCBBwk
https://www.youtube.com/watch?v=t5jroSCBBwk
Katharina Petsche
Published on May 17, 2015
The Extracellular Matrix
https://www.youtube.com/watch?v=ufY9e15Od4I
https://www.youtube.com/watch?v=ufY9e15Od4I
AlisonLTaylor
Published on Sep 21, 2018
Tumor Microenvironment ECM
https://www.youtube.com/watch?v=KkY2nRsYH7g
https://www.youtube.com/watch?v=KkY2nRsYH7g
Syed Amzar Sayed Hud
Published on Nov 13, 2018
AACR 2009: Study of the extra cellular matrix around cancer cells and 3D assays
https://www.youtube.com/watch?v=kw8l7eijPZw
https://www.youtube.com/watch?v=kw8l7eijPZw
ecancer
Published on Nov 3, 2009
signaling pathways
interaction between a tumor cell and endothelial cells, which form eugenic vessels are dependent on tissue structure
all of a sudden they [the tumor cells] think they are normal and don't migrate, so it's a very exciting finding
find candidate molecules for therapy, so when the cells are organized, the gene they express are good genes
Mina Bissell: Experiments that point to a new understanding of cancer
https://www.youtube.com/watch?v=xukDIWFMU9Y
https://www.youtube.com/watch?v=xukDIWFMU9Y
TED
Published on Jul 16, 2012
Starving cancer: Dominic D'Agostino at TEDxTampaBay
https://www.youtube.com/watch?v=3fM9o72ykww
https://www.youtube.com/watch?v=3fM9o72ykww
TEDx Talks
Published on Dec 4, 2013
([ what if the food you eat, is medicine ])
([ theraputic benefit of helpful food ])
([ nutrition ])
6:17
“sugar addiction” is the Achilles' heel of cancer cells
6:50
Otto H. Warburg, first to describe cancer as a metabolic disease
Thomas Seyfried, “Cancer as a metabolic disease”
a variety of non-toxic alternative approaches.
what is most interesting is that the same level of oxygen that damaged the cancer cells was non-toxic to the healthy brain cells.
ketogenic diet + hyperbaric oxygen
“Let food be thy medicine.”
Starving Cancer: Ketogenic Diet a Key to Recovery
https://www.youtube.com/watch?v=3vYxOztmmfM
https://www.youtube.com/watch?v=3vYxOztmmfM
CBN News
Published on Jun 20, 2013
Starving cancer away | Sophia Lunt | TEDxMSU
https://www.youtube.com/watch?v=f6rSuJ2YheQ
https://www.youtube.com/watch?v=f6rSuJ2YheQ
TEDx Talks
Published on Apr 15, 2016
Otto H. Warburg, first to describe cancer as a metabolic disease
metabolic pathways
https://www.youtube.com/results?search_query=metabolic+pathways
Cancer & Biochemistry I
https://www.youtube.com/watch?v=wZrCPd-qiD4
https://www.youtube.com/watch?v=wZrCPd-qiD4
Colleen Huber
Published on May 20, 2018
vitamin B1 (also called thiamine)
https://www.healthline.com/nutrition/thiamine-deficiency-symptoms
Cancer & Biochemistry 3
https://www.youtube.com/watch?v=Fkq00b9khW4
https://www.youtube.com/watch?v=Fkq00b9khW4
Nature Works Best
Published on Jul 26, 2018
Cancer and Biochemistry 15
https://www.youtube.com/watch?v=xlgfK_pjE4s
https://www.youtube.com/watch?v=xlgfK_pjE4s
Nature Works Best
Published on Mar 1, 2019
https://www.youtube.com/results?search_query=Starving+cancer
Can we eat to starve cancer? - William Li
https://www.youtube.com/watch?v=OjkzfeJz66o
https://www.youtube.com/watch?v=OjkzfeJz66o
TED-Ed
Published on Apr 8, 2014
11:27
11:32
([ current consensus understanding for the causes of cancer ])
([ by studying the people who got cancer ])
([ it is unclear as to why some people do not get the disease ])
environment 90-95%
diet 30-35%
tobacco 25-30%
infections 14-20%
obesity 10-20%
others 10-15%
alcohol 4-6 %
genes 5-10%
https://www.smithsonianmag.com/science-nature/how-cheese-wheat-and-alcohol-shaped-human-evolution-180968455/
over many generations, what we eat does shape our evolutionary path. “Diet,” says anthropologist John Hawks, of the University of Wisconsin-Madison, “has been a fundamental story throughout our evolutionary history. Over the last million years there have been changes in human anatomy, teeth and the skull, that we think are probably related to changes in diet.”
And what we eat today will influence the direction we will take tomorrow.
([ and how we grow the seed, nurture and care for the soil, produce, process, and transport the food that we eat today will shape the pathway we take to morrow. ])
source:
https://www.reddit.com/r/todayilearned/comments/bimrok/til_ancient_dna_shows_how_recent_adult_lactose/
The Sugar Conspiracy by Ian Leslie (2016)
//**************************
//* *
//* The Sugar Conspiracy *
//* *
//**************************
The Sugar Conspiracy
By Ian Leslie
April 7, 2016
https://getpocket.com/explore/item/the-sugar-conspiracy
In 1972, a British scientist sounded the alarm that sugar – and not fat – was the greatest danger to our health. But his findings were ridiculed and his reputation ruined.
How did the world’s top nutrition scientists get it so wrong for so long?
Robert Lustig
Sugar: The Bitter Truth
https://www.youtube.com/results?search_query=sugar++the+bitter+truth
Lustig argues forcefully that fructose, a form of sugar ubiquitous in modern diets, is a “poison” culpable for America’s obesity epidemic.
On reading Yudkin’s introduction, he [Lustig] felt a shock of recognition.
“Holy crap,” Lustig thought. “This guy got there 35 years before me.”
Fiddler on the roof - If I were a rich man (with subtitles)
https://www.youtube.com/watch?v=RBHZFYpQ6nc
https://www.youtube.com/watch?v=RBHZFYpQ6nc
guru006
Published on Aug 19, 2006
John Yudkin, 1972, Pure, White, and Deadly.
“If only a small fraction of what we know about the effects of sugar were to be revealed in relation to any other material used as a food additive,” wrote Yudkin, “that material would promptly be banned.”
After all, it is quite something to choose seven nations [Italy, Greece, Yugoslavia, Finland, Netherlands, Japan, United States] in Europe and leave out France and what was then West Germany, but then, Keys already knew that the French and Germans had relatively low rates of heart disease, despite living on a diet rich in saturated fats.
Although Keys had shown a correlation between heart disease and saturated fat, he had not excluded the possibility that heart disease was being caused by something else. Years later, the Seven Countries study’s lead Italian researcher, Alessandro Menotti, went back to the data, and found that the food that correlated most closely with deaths from heart disease was not saturated fat, but sugar.
journalist Nina Teicholz, book, The Big Fat Surprise 2014,
In her painstakingly researched book, The Big Fat Surprise, the journalist Nina Teicholz traces the history of the proposition that saturated fats cause heart disease, and reveals the remarkable extent to which its progress from controversial theory to accepted truth was driven, not by new evidence, but by the influence of a few powerful personalities, one in particular.
physicist Max Planck: “A new scientific truth does not triumph by convincing its opponents and making them see the light, but rather because its opponents eventually die, and a new generation grows up that is familiar with it.”
A scientist is part of what the Polish philosopher of science Ludwik Fleck called a “thought collective”
Gary Taubes, Why We Get Fat (2010)
http://www.nytimes.com/2010/12/28/health/28zuger.html?_r=0
before the second world war,
1950s. The Europeans were practising physicians and experts in the metabolic system. The Americans were more likely to be epidemiologists, labouring in relative ignorance of biochemistry and endocrinology (the study of hormones). This led to some of the foundational mistakes of modern nutrition.
British obesity researcher Zoë Harcombe
2010, Ronald Krauss, a highly respected researcher and physician at the University of California, stated “there is no significant evidence for concluding that dietary saturated fat is associated with an increased risk of CHD or CVD [coronary heart disease and cardiovascular disease]”.
Many nutritionists refused to accept these conclusions.
Gary Taubes is a physicist by background. “In physics,” he told me, “You look for the anomalous result. Then you have something to explain. In nutrition, the game is to confirm what you and your predecessors have always believed.”
In 1972, the same year Yudkin published Pure, White and Deadly, a Cornell-trained cardiologist called Robert Atkins published Dr Atkins’ Diet Revolution.
Atkins argued that a high-fat, low-carbohydrate diet was the only viable route to weight loss.
Sheldon Reiser
2015 edition of the US Dietary Guidelines (they are revised every five years)
the politics of nutrition science.
It is a gaping omission, inexplicable in scientific terms, but entirely explicable in terms of the politics of nutrition science. If you are seeking to protect your authority, why draw attention to evidence that seems to contradict the assertions on which that authority is founded? Allow a thread like that to be pulled, and a great unravelling might begin.
The scientists reacted angrily, accusing the politicians of being in thrall to the meat and dairy industries (given how many of the scientists depend on research funding from food and pharmaceutical companies, this might be characterised as audacious).
David McCarron
BMJ talk medicine
How scientific are US dietary guidelines?
https://www.bmj.com/content/351/bmj.h4962
https://soundcloud.com/bmjpodcasts/how-scientific-are-us-dietary-guidelines
David Katz (Dr Katz is the author of four diet books.)
Professor John Yudkin retired from his post at Queen Elizabeth College in 1971, to write Pure, White and Deadly.
Ian Leslie, the author of Curious: the Desire to Know and Why Your Future Depends On It, is a regular contributor to the Long Read. Twitter: @mrianleslie
This post originally appeared on The Guardian. This article is republished here with permission.
The sugar conspiracy
The long read
by Ian Leslie
Thu 7 Apr 2016 01.00 EDT
https://www.theguardian.com/society/2016/apr/07/the-sugar-conspiracy-robert-lustig-john-yudkin
//* *
//* The Sugar Conspiracy *
//* *
//**************************
The Sugar Conspiracy
By Ian Leslie
April 7, 2016
https://getpocket.com/explore/item/the-sugar-conspiracy
In 1972, a British scientist sounded the alarm that sugar – and not fat – was the greatest danger to our health. But his findings were ridiculed and his reputation ruined.
How did the world’s top nutrition scientists get it so wrong for so long?
Robert Lustig
Sugar: The Bitter Truth
https://www.youtube.com/results?search_query=sugar++the+bitter+truth
Lustig argues forcefully that fructose, a form of sugar ubiquitous in modern diets, is a “poison” culpable for America’s obesity epidemic.
On reading Yudkin’s introduction, he [Lustig] felt a shock of recognition.
“Holy crap,” Lustig thought. “This guy got there 35 years before me.”
Fiddler on the roof - If I were a rich man (with subtitles)
https://www.youtube.com/watch?v=RBHZFYpQ6nc
https://www.youtube.com/watch?v=RBHZFYpQ6nc
guru006
Published on Aug 19, 2006
John Yudkin, 1972, Pure, White, and Deadly.
“If only a small fraction of what we know about the effects of sugar were to be revealed in relation to any other material used as a food additive,” wrote Yudkin, “that material would promptly be banned.”
After all, it is quite something to choose seven nations [Italy, Greece, Yugoslavia, Finland, Netherlands, Japan, United States] in Europe and leave out France and what was then West Germany, but then, Keys already knew that the French and Germans had relatively low rates of heart disease, despite living on a diet rich in saturated fats.
Although Keys had shown a correlation between heart disease and saturated fat, he had not excluded the possibility that heart disease was being caused by something else. Years later, the Seven Countries study’s lead Italian researcher, Alessandro Menotti, went back to the data, and found that the food that correlated most closely with deaths from heart disease was not saturated fat, but sugar.
journalist Nina Teicholz, book, The Big Fat Surprise 2014,
In her painstakingly researched book, The Big Fat Surprise, the journalist Nina Teicholz traces the history of the proposition that saturated fats cause heart disease, and reveals the remarkable extent to which its progress from controversial theory to accepted truth was driven, not by new evidence, but by the influence of a few powerful personalities, one in particular.
physicist Max Planck: “A new scientific truth does not triumph by convincing its opponents and making them see the light, but rather because its opponents eventually die, and a new generation grows up that is familiar with it.”
A scientist is part of what the Polish philosopher of science Ludwik Fleck called a “thought collective”
Gary Taubes, Why We Get Fat (2010)
http://www.nytimes.com/2010/12/28/health/28zuger.html?_r=0
before the second world war,
1950s. The Europeans were practising physicians and experts in the metabolic system. The Americans were more likely to be epidemiologists, labouring in relative ignorance of biochemistry and endocrinology (the study of hormones). This led to some of the foundational mistakes of modern nutrition.
British obesity researcher Zoë Harcombe
2010, Ronald Krauss, a highly respected researcher and physician at the University of California, stated “there is no significant evidence for concluding that dietary saturated fat is associated with an increased risk of CHD or CVD [coronary heart disease and cardiovascular disease]”.
Many nutritionists refused to accept these conclusions.
Gary Taubes is a physicist by background. “In physics,” he told me, “You look for the anomalous result. Then you have something to explain. In nutrition, the game is to confirm what you and your predecessors have always believed.”
In 1972, the same year Yudkin published Pure, White and Deadly, a Cornell-trained cardiologist called Robert Atkins published Dr Atkins’ Diet Revolution.
Atkins argued that a high-fat, low-carbohydrate diet was the only viable route to weight loss.
Sheldon Reiser
2015 edition of the US Dietary Guidelines (they are revised every five years)
the politics of nutrition science.
It is a gaping omission, inexplicable in scientific terms, but entirely explicable in terms of the politics of nutrition science. If you are seeking to protect your authority, why draw attention to evidence that seems to contradict the assertions on which that authority is founded? Allow a thread like that to be pulled, and a great unravelling might begin.
The scientists reacted angrily, accusing the politicians of being in thrall to the meat and dairy industries (given how many of the scientists depend on research funding from food and pharmaceutical companies, this might be characterised as audacious).
David McCarron
BMJ talk medicine
How scientific are US dietary guidelines?
https://www.bmj.com/content/351/bmj.h4962
https://soundcloud.com/bmjpodcasts/how-scientific-are-us-dietary-guidelines
David Katz (Dr Katz is the author of four diet books.)
Professor John Yudkin retired from his post at Queen Elizabeth College in 1971, to write Pure, White and Deadly.
Ian Leslie, the author of Curious: the Desire to Know and Why Your Future Depends On It, is a regular contributor to the Long Read. Twitter: @mrianleslie
This post originally appeared on The Guardian. This article is republished here with permission.
The sugar conspiracy
The long read
by Ian Leslie
Thu 7 Apr 2016 01.00 EDT
https://www.theguardian.com/society/2016/apr/07/the-sugar-conspiracy-robert-lustig-john-yudkin
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