The Shark’s bad luck continues – what is going on?

March 9th, 2010

The Sharks are facing increasing pressure as the losses mount this season.  They were unlucky in Sydney and for the second time they lost a game in the last moments.  In high performance sport the margin for error is tiny – the Sharks could just as easily have won 2 out of 4 this season, unfortunately they didn’t.

So now what?

The team is full of talent, skills and experience and coached by good coaches – however the results tell a different story. Can a very good team become average overnight?

The answer is no.

What has happened to make things challenging for the team is:

  • Losing Juan-Martin Hernandez , then having the next-in-line flyhalf Steve Meyer retire from rugby dramatically days before the first match.
  • Losing veteran lock Albert Van Den Berg to Japan, that kind of experience in the second row is hard to replace.
  • The protracted legal dispute between the Lions and the Sharks over Willem Alberts and Louis Ludik
  • The adding of Hugh Reece-Edwards to the coaching team, making John Plumtree head coach with 3 assistants who all specialise in the backline: Chris Boyd, Grant Bashford and Hugh Reece-Edwards. Any coaching team needs to find its feet, for four good coaches with strong personalities and unique styles this has got to be challenging.
  • John Smit’s return to Super 14 captaincy which meant a reshuffle in the front row.  How does the coaching team accommodate the Du Plessis brothers and John Smit? This challenge is compounded by John’s good form at hooker and (in general) less strong form at tight head prop. 3 Super committed and competitive players challenging for 2 spots, two of them brothers and one a Springbok captain ~ it makes sense that having that kind of intense competing could affect the front rows cohesion and form.

Ensuring that none of these things affect the team’s form is something that is done in the team room and not the training field.  Teams down on luck and not in good form can be very susceptible to ill discipline. This Ill discipline can often be the result of lingering frustration or the result of trying to hard to force things, for the Sharks to avoid ill discipline being a factor again they are going to need to dig deep.

All these challenges can be resolved and overcome, some through time and others through quality conversations and commitment.  I think if any quality team had to face these kinds of difficulties (at the same time) they might also affect them enough to lose the close ones.  In recent years the Sharks have never been short of commitment and with the number of strong characters and good men in the team, I am sure they will be able to resolve any challenges that they find themselves facing. My hope for the team is that they have some great conversations to further cement the resurgent spirit that was seen in Sydney.  You can’t keep a quality team down, the question is just how long will it take?

TG

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The High Performance Leap of Faith

March 1st, 2010

As teams and individuals improve and grow, they eventually come to a choice point that either pushes them up to the next level or holds them back. I call that choice point the Leap of Faith.  This is the point where you have improved and developed all the areas that allow you to be consistent at your current level, or even at the upper limits of your current level.  Your improvement and development makes logical sense in terms of the time you have put in and where you have come from.

The problem of the logic of the “logical sense” is that it is grounded in a limiting belief about what is possible for this individual or team.  The Leap of faith will take you to a performance or a result that you have never experienced before; the faith is that your inner game is developed well enough to get the outer game result.  Why you have faith is that you have worked incredibly hard and consistently to develop your inner game and grow to trust it implicitly.

If you want to jump performance categories you need four things to Leap effectively:

  1. The absolute belief that your inner game; your mindset creates or limits your performance individually or collectively.  Your sporting (or life success for that matter) is a direct reflection of the quality of your inner game.
  2. Your dream of what you want needs to be stronger than your existing doubts, or memory (or history) of not achieving that dream.
  3. The total commitment to being the best you can be internally and externally that then links to the dream; if I have total commitment and learn effectively then it is just a matter of time.  Any moment in any day could be a category performance jump; my job is to follow my success strategy that I have  uncovered and developed and believe, “That for today, if I truly want this, I have a real chance.”

    When I don’t get what I want, my responsibility is to learn as much as possible whilst holding onto my dream.  The bigger the failure, the more opportunity to learn, the quicker the dream might be achieved as the learning creates performance jumps.  When I do have a category “jump” performance; my job is to really make a meal of it in my mind; to make concrete the knowledge that I CAN and that I HAVE and that I WANT to again!!!

  4. The courage to see this process through, as failure (and possibly massively disappointing and heartbreaking failure) is inevitable in a category jump.  Your job is to make the failure as least painful as possible – the pain of failure limits or slows down learning. If you really want to succeed,  how you think of ‘failure’ will be a big factor. Can it be feedback? Can it be learning? Can it be direct confirmation that I am on the right path? Can I separate effort from result? Can I be excited by new types of failure? Not easy - but incredibly powerful.

By dreaming big you turn a dream from impossibility to a small possibility.  By working hard and smart you may even turn it into a probability.  Then you need the leap of faith, to find out: will today be the day that I category jump?  Do I have the courage to give it a full go, and do I have the courage to gracefully accept the result and keep on keeping on? Not easy, and that’s why champions are rare.

TG

This post is dedicated to the SA hockey team: The Lads, currently fighting it out at the World Cup in India - I believe we are in the process of witnessing them take their High Performance Leap of Faith.

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The Rebirth of a brand – The Lions

February 22nd, 2010

I was fortunate enough to be at Coca Cola Park (Ellis Park) on Friday to watch the Lions take on the Chiefs in the Super 14. Generally the fans in the stadium that I met were cautiously hopeful but were also frustrated by their team’s poor record. I watched 3 Lions teams play that game. The first Lions team was kinda (to very) sleepy, they ended the 1st half and started the 2nd.

The second Lions team appeared midway during the first half and were starting to develop a bit of momentum and could play a bit, the third Lions team appeared with 30 minutes to go and was like nothing I have ever seen before.

The Chiefs scored 45 unanswered points starting just before half time, after they were down 25 -17. Many of the tries were ‘soft’ and some were just plain skilful. With 30 odd minutes to go the Lions scored a try and I watched Earl Rose grab the ball and ¾ sprint back to the 22 for a reasonably hard kick, put the ball down and immediately 3 step it and sprint back to his half cajoling his fellow players to “get going!” Meanwhile the Chiefs team were huddled behind the try line, and after about 40 seconds they looked up to see that the kick had already been taken and all 15 lions players were standing in their half ready to receive the ball and go again with a steely look in their eyes.

I got goose bumps in the stands.

For the rest of the game the Lions surged and scored another 33 points, ending with a try 6 minutes over time after numerous penalties with all the players out on their feet to get a second bonus point after trailing by 40 odd points earlier.

At the after match function I was chatting to the Lions mental coach and I said to Henning Gericke, “I don’t think I could have done that – got a team to fight back like that when 40 points down – how did you do it????” He turned to me and said, “Its Dick – he has got the players believing they can play and we are all just supporting him with that.” Now Henning is a modest guy so I know that he had a part to play too. I asked the conditioning coach Wayne Taylor what he said behind the poles to the players and he just said, “I just carried the team message, whatever the score is, just focus on scoring one try at a time, you guys know how to do that.” Speaking to some of the other management, Ackers, Sherylle Calder the same theme emerged. We stuck to our plan, pleased with the guts, annoyed to lose - lots to work on.

Why I say the Lions has been reborn without any wins and whilst conceding 72 points in a game is that mentally to get that kind of team culture, unity and cohesion is a massive ask and a very rare feat indeed (the culture for the fight back part … not the conceeding 72 points part …) From that base learning technical skills and (defensive) strategy, learning the (right) decisions to make that comes with experience, can happen quicker – but will still take some time. This is going to be a tough tour for them, but I think they are going to scare some teams and other managers like the Chiefs Stewart Williams will be seen leaving the change room muttering, “What was that! I have never seen anything like it!”

TG

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Why teams slide into average from good.

February 15th, 2010

Typically there are two usual suspects here, and two universal answers to this question.

First Suspect: Team is happy with some success and believes success allows the opportunity to do LESS work.

This limiting belief applies as equally to individual rugby players and other athletes as it does to teams.  The idea of “We have made it!”, can slowly and surely cripple a team’s performance, whether “making it” is moving above the fans expectations, the players expectations or the coaches expectations , the end result is the same.  Close games are lost, and results start to slide.

Answer: The more successful we become the more teams will prepare harder for us and want to beat us more. By getting better, we have to KEEP on getting better to maintain growth as other sides are motivated to catch up and may do so.

Universal Answer: Teams need to have big exciting goals to go far together. It doesn’t matter what this is as long as it is:

a) The team’s genuine exciting goal (not the coach’s goal for the team)
b) the team is excited and motivated by it.

This provides three things: enjoyment of the process of going for something special and fuel to dig deep when needed. Thirdly, by constantly talking about the road to the big goal, teams start to believe what they can achieve beyond their or others limited expectations.

The second usual suspect: What we agreed to do in pursuit of the goal/this season, we no longer do 100%

Answer: This may start with small thing like arriving late at practise, not committing 100% to an exercise, not listening to each other talk. It normally starts small. However if no-one holds each other accountable for those small transgressions, these small things become OK and lead to other things. Soon things start to slide and after a not-too-long period of time there are big transgressions and all that the team has worked towards is in jeopardy.  Quality and commitment suffer. “Why should I if he isn’t?”

Answer: Excellence demands a consistent quality work ethic and commitment to yourself and the team to be the best you can be; once you have a goal and a way to get the goal, do what you say. Hold yourself and others accountable.

Universal answer: The coach plays the most critical role here (hopefully supported by his captain and other leaders). He needs to be the role model of the agreements his side has made so that he has the moral authority to hold his players accountable. If he slips up on either side – and doesn’t make it right the beginning of the slide to average has begun.

TG

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Learning to learn – What your mom didn’t tell you about learning.

February 8th, 2010

I am a big fan of teaching players how to learn more effectively, as well as teaching coaches how to teach better. As such I have been reading even deeper into the subject as part of my research for Mike Cooper and I’s next book, “Raising Talent.”

I will be presenting for the first time the new emerging model of learning next Friday at Waterkloof as part of the Investec Academy two day course being held there, but as a teaser there are a few important ideas to understand to enhance your learning.

The brain is incredibly efficient. When processing information one of the first questions asked is – Is this new? Or is this like something I already know?  If it is new, literally thousands (1300 according to Nobel prizer winner Eric Kandel) of new neural connections are created to enhance the existing neural pathways on related ‘stuff’, literally when its new – you double the connections to 2600 about that subject, to create long term memory. This long term memory however ‘vanishes’ if not reinforced within 3 weeks.  When it’s old, the same 1300 connections are ‘moderately’ enhanced, but not significantly so – we “know” this stuff, so don’t “learn” anything.

Key distinction here: We need to categorize things and have context to know where to put info to stop the confusion of “how this fits?” interfering with our learning. However once we have that, we have to use one or all three of the methods described below.

According to researchers Carol Dweck Phd and Ernest Rossi there are 3 ways to ensure new neural pathways.

1) Novelty – do something different, present in a different way, supply a unique angle, or make sure you create the environment where it is different.  Ie. Do the opposite of Stale.

2) Challenge – the brain “grows” in the face of persistent attempts to triumph over challenge.  Too much or too little and things don’t go so great.  The best part about this the “right” level of challenge is always decided by the learner, or can be influenced by the coach (wink, wink :-) )

3) The unexpected. This is interesting as having an “agenda” helps categorize knowledge and create comfort on how things ‘fit’ but if you deliver in an unexpected way, or experience things in an unpredictable, unique or unexpected way it will be more likely to land.

To summarise: If you want your players to learn you can’t be boring. If you want to learn yourself, YOU need to decide every moment is either novel or a challenge to maximize your learning. Being bored is your choice, don’t allow it to happen.

TG

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Why you CAN buy experience

February 1st, 2010

Firstly it is important to understand what experience is.  In the context of sport, the difference between an experienced athlete and an inexperienced athlete can be arguably isolated into (primarily) two distinct things.

a) An experienced athlete tends to make better decisions in the heat of the moment – (and in general)

b) An experienced athlete tends to remain calm or in a high performance state/mood more often and at the right moments which supports their performance and decision making.

Two small things that make a big difference: Consistent quality state(s) and (higher) quality decision making skills.

Q: So how do experienced athletes develop these two skills.

A: Accidently, and slowly (for the most part)


The reason why an experienced athlete tends to make better decisions in the heat of the moment is that somewhere in his career he has made the wrong ones in the heat of the moment and learnt from it. At its worst is that he has made the wrong decisions several times – and after some time learnt from it, and at its best is that he has been part of a team  or under a leader that has made bad decisions and he has learnt from it.  At its very best he has learnt from someone else’s quality decisions and those lessons have stuck.

Regardless of the scenario there needs to be a transfer of knowledge – not just a transfer of information.  Knowing what do is not enough, you need to know what to do, why to do it, how to do it and when to do it and MOST importantly how to manage yourself and influence others during this process.

So the level of experience is equal to:

The number of times that you are exposed to unique events/ high pressure events * your ability to learn from yourself and from others.

The reason why you CAN buy experience is that you can prepare for these types of events mentally before they happen. If you prepare well enough and in enough detail, including quality controlling your mindset/ inner game on how you ‘may’ respond to the event you can mentally adjust what is necessary to improve your performance. This process takes commitment and a skilled mental coach, but is very do-able and in my opinion is far superior option to earning experience the hard way.

TG

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Why Good is not the enemy of great

January 27th, 2010

Jim Collins famously wrote in his book that good is the enemy of great. Respectfully I disagree with that statement as it stands, however when you read through his work the intentions behind his words becomes clearer. Collins talks about how if teams or individuals are satisfied with just being good, then that satisfaction with mediocrity is the enemy of great.

The thing is:

Satisfaction with mediocrity is the enemy of great, just doesn’t have the same ring to it.

Teams can even settle for very good, and that too will stop them from being great.  The key distinction here is that unless you have a bigger dream, or driving force being what you are trying to achieve then the enjoyment of success can scuttle the process of becoming your best.

It is for this reason that many hard task masters don’t let their poor students, players or pupils dwell on success or feel good about small wins, as they know that the ‘comfort’ of success can take away the desire for more success.  The challenge with this style is that it too is flawed. Eventually the students get so sick of all the hard work … and “For what??!!??” that they rebel and exit the system.

The answer may be:

Good is the steppingstone to Great; but only if you dream Great things.

These days the energy it takes to persist at one thing, in the information and distraction age is incredible. That energy needs to be sourced in a big and exciting dream and needs to be topped up with plenty of small wins.  If the dream is big enough, being good will never be enough.

TG

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Belmont Shore – rugby in the USA

January 21st, 2010

RugbyIQ’s Greg Commins is now the head coach of Belmont Shore Rugby Club in the US. Belmont Shore is one of the more successful rugby clubs in a country that is starting to get more and more interested in the exciting game of Rugby.  I was over in San Francisco for a leadership conference and when I heard Greg was working out of L.A. (just down the road) I jumped at the chance to work with the squad.

I had two sessions with the boys; and so after a long discussion with Greg this is what we decided I could add the most value with.

Firstly it was important that the squad begin to understand personal and team motivation and how to use it to improve their rugby.  In this column you would have read the description of how I ask players to create their own movie of what would really motivate them. The first session I split the team into 5 groups of 8 and asked them to each come up with a season movie highlight that they would like to work towards.  The idea here was to frame that everyone in that squad could add value, and if everyone went for their own personal goal; the chance of others achieving their personal goals and the team’s collective goals would be much higher.

Everyone in a squad adds value, if everyone is included wherever possible and their contribution is recognised and valued.

Some of the movies were moving, whilst others got the group laughing at the antics of their team-mates. This serves as a means of team building as well as helping the players get their heads around what is possible for the season.

Each player was asked to create his own personal movie (with no time limit on when they will achieve their goal) before our second session. The only rule with the personal movie is that it must give you goosebumps.

This personal movie is great for two reasons: firstly if your movie is important enough then you find a way to take action to go for it and secondly it is a resource you can use to get that extra bit of energy when you need it in training or a game.  The players split into pairs and one at a time shared their movie with their partner. Once that was done, 5 questions were asked to take the movie from a goal to a purpose, to add extra meaning and make it more powerful.

Once players knew how to use their movie, we tested them and spent the next two hours in continuous fitness and team building drills. We wanted to take them to that place where they hit the wall, and help them stay there for as long as possible.

We split the squad into 5 teams and went at it: Flipping tractor tires, human pyramids, carrying each other and logs, carrying each other on mattresses – all whilst racing each other. Intense and demanding – and the boys did great.  It was a pleasure to work with them.  What impressed me most was watching the skills develop within a session. With accurate and specific high quality instruction the (already) athletic Americans began to fine tune their rugby skills. With the athletic base and sports culture in America at such a high level, with more quality instruction Rugby over there is going to get to another level. Very exciting times ahead.

TG

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Information versus Knowledge

January 5th, 2010

There is a simple distinction here, information is required to have knowledge – but only with knowledge can you understand the relationships between different bits of information.  You can teach information and repeat it, but have no knowledge.

Information is a script that if things aren’t followed you don’t know what to do, whereas knowledge is a guideline that allows you to work things out for yourself that you haven’t explicitly been told.

Put even more simply information is the –“what” and sometimes the “how”, knowledge is the “why” and the “So what” (So what if we do this, and so what if we don’t.)  as well as the what and how.

So what? – So where is this article going?

If you are going to impart knowledge, you always need to know the why and the so what of everything you say and share both; taking this one step further you need to encourage your students/players/learners to ask the “why” and the “so what” question.  Heres a problem though: Answers such as “because I said so,” and “Because it has always been done this way before” don’t cut the mustard.

“Coach Why are we using tackling backs to practice tackling when no-one ever stands still for me to tackle them in a match?”

“So what would happen if we had an extra contact session a day before the match?”

“Coach why do we spend so much time with the backs and forwards split if set pieces is such a small part of the game?”

“Coach why do we practice every move from a static set start, when it will never be like that in a game?”

“Coach if the game is 50% attack and 50% defense, how come we dont spend the same time on both in training?”

“Coach if the game is 80% mental, how come we spend 5% of our training time on the mental side of the game?”

“Coach so why are we doing Pilates as part of our training – what does it give us?”

I think you get the picture.

Knowledgeable rugby players will train harder and develop more than those just fed information – but can you as the coach or the teacher challenge yourself to answer some of these tough questions? Its easy to give info, but not so easy to impart knowledge.

TG

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How to pick an Expert?

December 29th, 2009

At the last Investec Academy course in Riebeck West, I chatted to some of the boys about how they were finding the lectures. A comment was made about how they realized one of the lecturer’s was really top notch, only towards the middle of his second lecture (the player had lost some of the value of the first lecture and he was now kicking himself). The lecturer’s style was to share expert knowledge rather than to entertain. More dictionary than comic book, however his knowledge was second to none. I then asked the player what was his criteria for deciding if someone was an expert? He hadn’t thought of that, so I shared my thoughts which are detailed below.

Its important to break things down a bit, I am going to go into a lot of detail here; however if you just want the just of it read the bold headings.

Holders of expert knowledge are not always expert at helping others learn that expert knowledge. These are two separate skills. Knowing at an expert level and the ability to teach that content are different skillsets.

Many of us learn through our metaphor for learning. Does your metaphor enhance or detract from your learning from an expert (or anyone)? If your metaphor for learning is that of a detective; who needs to analyze all the clues before making a decision, your learning will be slow, but once you have learnt something it is there forever. You may not know your metaphor explicitly, but just see if you can answer the question, “If I had a metaphor for learning, what would it be?”

My metaphor is: I think of learning as a sieve. Anything anyone has to say goes into the sieve to be considered. Expert or Beginner, qualified or not, it all goes into the sieve. Everything is considered. What passes through the sieve into my knowledge/mindset has two initial criteria. Does it make sense OR Does it work? Many great ideas are rejected out of hand because they ‘don’t make sense’ If it makes sense and it doesn’t work there is an application error, if it works and doesn’t make sense there is an error in my thinking or mindset – what have I rejected or not considered that I now need to? Once it has gone through that filter, the last filter – does this fit with my values and ethics? Even if it doesn’t, I need to understand it so I don’t automatically disrespect the people who chose to use this info.

There are two primary types of ExpertsThe traditional expert, someone who is blinkered and focused on one subject exclusively (or almost exclusively.) This was the expert that predominated before the information age. The second type of expert is The Sequencer or the Collector expert, this is the expert who sorts through other experts work to thread together cutting edge ideas and link previously unseen and unnoticed compatible ideas. This type of expert is best typified by Malcolm Gladwell. There is also an emergent Hybrid Expert** who combines the best of the both of these attributes, but those are very rare indeed.

** Having just started reading Gladwell’s latest book, “What the dog saw”, it is now clear to me after reading his introduction that he is also a hybrid expert - perhaps he was all along …… and I am now only able to see it ….  :-)

In Malcolm Gladwell’s book Outliers, he quotes some of J.Anders Ericson work, who identified that a traditional expert requires 10 000 hours to be masterful, or roughly 10 focused years on one subject to become an expert. He referenced The Beatles (music), Bobby Fisher (chess), Bill Joy (computer programming), Bill Gates (computer programming) as examples of this – all ‘traditional experts.’ What Gladwell the sequencer missed (or failed to mention in his book) was the learning strategies that were required to become expert. Every one of the experts was given direct and immediate feedback on what was working or not working as they learnt and improved. For the Beatles it was crowd response and feedback when they were playing 7 days a week and upwards of 12 hours a day. For Bobby Fisher, he either won or lost and for Joy and Gates, their program either compiled and worked or didn’t. There are numerous examples of people who have spent 20 years on just one thing, and by no stretch of the imagination are they experts.

An expert is enthusiastic about their subject matter. To spend 10 years (and often much more) dedicating yourself to something and getting maximum value you got to love it! Does your expert love what they are talking about?

Both the traditional expert and Sequencer expert need to be expert learners. Before the information age a traditional expert could sometimes get away with just learning from his/her own experiences, but even those cases are very rare, they are more the case of being informed by previous great thinkers, and not collaborating with others after a certain stage (Eg Leonardo Da Vinci), rather than 100% self learners. The modern expert learner (the true nature of the Sequencer Expert) needs to do both, be informed and collaborate, or else in the information age you will be left behind. Some traditional experts get stuck in a certain dogma or style of thinking, which will limit him or her in a very specific way which can be difficult to overcome, simply because they are not challenging their own thinking and assumptions.

Expert learners don’t let their ego get in the way of their learning, they can be wrong and can own up to it, they will also tell you what areas they are not expert in. These traits fast track their own learning.

Unfortunately many experts have supersized egos; so when you consider what they have to say, try to work out how their ego is limiting their knowledge and figure out what YOU are going to do about it.  This can often be challenging and difficult to do; so as a rule of thumb, the bigger the ego the more critical your thinking needs to be.

An expert is not tied to one specific dogma/thinker/methodology/style – they create their own hybrids and specialize in that hybrid. They may prefer one methodology or hybrid and that in itself is not a negative – the negative is when they don’t challenge their own process, thinking or method. The key way to ascertain if your expert is dogmatic is to ask them about the weaknesses in their own content/style/dogma/methodology. Their response will tell you all you need to know, regardless of what words they use.

Due to the collaborative requirement of the information age, a modern expert (traditional or sequencer) will be able to tell you who are the people that informed their thinking and who are the people they are currently working/collaborating with.

An expert rides the continuum between simplicity and details. For the masterful, truly the mastery is in the details. This kind of detail is not for details sake, it is just the ability to know each and every important and relevant aspect about what you are talking about, so when you simplify you know what to include and what to not include, and if required he/she can get to the detail to make a point or answer a question.

In my mind only the ignorant or expert can make things simple. They can break things down to their core components, and conceptualize what they are talking about. At an expert teacher level, they can use the words you used in your question to clarify their points whilst giving you a simple answer. At an expert expert teacher level, they can not only break things down to concepts using your words, they can also teach you in the most optimal way to absorb the information - they can order the information in progressively relevant chunks.

If you hear something explained simply use the points above to work out what you may be dealing with; In a nutshell, consider anything spoken by someone who is humble, enthusiastic, can speak simply – whilst sharing relevant detail and shares where they got their knowledge from whilst acknowledging their own learning’s and limitations.

Make your 2010 count!

TG

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