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Peering, Upstream, Downstream | myboat049 boatplans Class 10 Maths Chapter 3 Important Questions With Answers. Q Formulate the following problems as a pair of equations, and hence find their solutions: (i) Ritu can row downstream 20 km in 2 hours, and upstream 4 km in 2 hours. Find her speed of rowing in still water and the speed of the current. 2. A boat covers 14 kms in upstream and 20 kms downstream in 7 hours. Also it covers 22 kms upstream and 34 kms downstream in 10 hours. Find the speed of . Upstream questions are a subsection of the boat-stream or the boat-driver problems. Questions on the relative speed of the river or the stream with respect to the boat and the speed of the boat with respect to the river bank are present in this section. There are two main questions: on the downstream motion and on the upstream myboat049 boatplans the following section, we will develop formulas and.
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So if you're a year-old, first-time mom, low income, single, first baby, they'll match a nurse with you to kind of show you the ropes.

And this program has proven, again and again, just astonishing results and things ranging from maternal health to child safety to reducing mothers' smoking, reducing infant mortality, and on and on. We'll take that. And yet it's really hard to get this program funded. So if you reduce preterm birth, that's going to save money for Medicaid, which would have paid for the more intensive care that was needed for those babies had they been born preterm.

And if you reduce criminal offenses downstream, well, that's going to save money in the justice system. And if you reduce SNAP payments, which is one of the outcomes of the program, that's going to save money for the federal agriculture department, which is what funds SNAP or what used to be called food stamps.

But then you start to see these returns accruing to lots of different accounts, some to the criminal justice system, some to the agriculture department, some to Medicaid, some to the health system, and it's what's called the wrong pocket problem. And that's to say that the person footing the bill for NFP is only receiving a trickle of the returns and the returns are splintered out across a number of different parties.

So when you pay for the oil change for your car, there's one pocket. You pay the 60 bucks for the oil change and you recoup the downstream savings from having a more functional vehicle, but in things like this Nurse-Family Partnership, it's much, much more complicated.

And so there are solutions to these things, including in the healthcare system. Like these days, there are a lot of health systems, they're using what's called the integrated model like Kaiser Permanente in California, probably where you live or you're listening to this if you're in the US, you're in a fee for service area where people get paid when you get sick and come in for help.

So the cash register doesn't ring until something goes wrong and you go to the doctor. But with Kaiser Permanente, it's very different. They get paid based on the number of patients in their network. They just get a flat fee per year, whether or not you come to the doctor or not, which kind of flips the incentives, right?

Because all of a sudden what they want to do is keep you healthy. Because the less treatment they have to provide to you, the more profitable it is. And so you're starting to see experiments like that where we're trying to figure out, as a society, how do you align pockets? How do you avoid the wrong pocket problem and figure out ways to give people incentives to do upstream work rather than downstream?

And we're still very, very early in this. I mean, it's the first ending of this kind of work but it's just fascinating to see it changing. Jordan Harbinger: [] We see this work when there's one big stakeholder, right? Like you had some pretty interesting sports science about re-injury prevention in the NBA. You want to take us through that because it's like if the benefit is clear enough, the profit motive is there, the power center can be located with the incentives aligned, then we can easily take action upstream.

This would be like herding cats with the government in many ways. But with the NBA, they're doing almost like science fiction level injury analysis and reinjury prevention analysis. Dan Heath: [] This is a fascinating story about a guy named Marcus Elliott. So his backstory was he's an MD that decided to get into sports training, which is not a very common path. He joined the New England Patriots back in The Patriots had a rash of hamstring injuries to key players, and it's thrown the team for a loop, and so they brought in Elliott.

He had a very different perspective on injuries from most trainers at the time. So the general mindset, I would say in that era was, football's a tough game. It's a violent game. People are going to get hurt. That's just the way it is. And so there was a kind of fatalism about it. That a lot of times what triggers a hamstring injury is muscle imbalances or over strengthening the wrong muscle groups.

And so when he came in, he took positions that were particularly prone to hamstring entries, like wide receivers. And he would do almost like a muscle strength inventory, top to bottom just to figure out what your condition was and look for things like an imbalance and strength between your left and right hamstring, which is a warning flag for injury. And he would triage and group the wide receivers in highest risk for injury, moderate risk for injury, and low risk.

And for the high risk, he would do this intensive one-off training program for each receiver, totally different depending on their specific needs. As a result of this work that he does, the Patriots go from having 22 hamstring injuries the year before he arrives to three afterwards.

And that makes believers of people. So like that attitude in the NFL that, "Well, it's a violent game. And when we have problem blindness, it kind of makes the possibility of a solution more remote because we're not even seeing that, that we're encountering something that is subject to change. And then somebody like Marcus Elliott comes in, he sees through the problem blindness and he shows us, "Hey, this is fixable.

We do have influence here. We can make a difference. It's called a P3. You should check this out online if you like this kind of stuff. Just google Marcus Elliott and P3. There are some videos there that will blow your mind where it's almost like an MRI for professional athletes where they'll do this super sophisticated video analysis of the way someone jumps and the way that they land and the way that they pivot and they can detect things at the early stage that are fixable, that could lead to really bad, even career-ending injuries down the road.

And so when they catch that early, they can kind of retrain the athlete. We need to kind of rewire the way that you land after a rebound or whatever. You know, your athlete gets injured, you want to get the best trainers, you want to get the best recovery to get them back up to speed. But a lot of those things that you were treating as emergencies to be solved could have been prevented with the right work. Jordan Harbinger: [] Problem blindness, this seems like it's everywhere.

How do we then reverse this? You gave the example of racism actually in the book, which I thought was an interesting example. Dan Heath: [] The point I'm making in the book is that we habituate to our environments for better or worse.

And so problem blindness, you know, in the case of the NFL, we were dealing with professional athletes who were accustomed to the risk of injury. Everybody was an adult kind of knowing what they were getting into. And other situations that we can habituate to things that are terrible.

Like I did some research on sexual harassment in the workplace in the '60s and '70s. And not to suggest we've solved sexual harassment today; there's still plenty of it in the workplace, but it was normalized to such an extent that there were some observers at the time who actually encouraged women to just roll with it. Dan Heath: [] I want to read you this quote. This is from Helen Gurley Brown, who was the editor of Cosmopolitan magazine for a lot of years. I could not believe that this was a real quote that somebody wrote down.

This is from , "A married man usually likes attractive approving females around him whom he may or may not think of as sex objects. You'll never get me to say this is wrong! He may not be planning to bag you for his collection, but only trying to ascertain your basic attitude toward men.

One Little Miss Priss who thinks hemlock is preferable to sin, even when it isn't her sin, can spoil a man's pleasure in his work. An attractive girl textile executive says, 'I'd rather have a man making a good healthy pass at me any time, rather than having him cutting my work to ribbons. Dan Heath: [] It's like she's got sexual Stockholm Syndrome. You know what I mean? And so that's an example of how problem blindness can seep in and really become a destructive force where the problem is so ubiquitous that we lose the ability to see it.

And one of the things that's kind of stuck in my brain -- like what do you call it when a song is stuck in your head? An earworm? But I keep thinking like, what is it that we're living within this era that 50 years from now people will just mock us for being such idiots?

You know, the way that I just did with this quote. And I think we've probably got some guesses because there's a lot of stuff on the news every day, but chances are there's a lot of stuff that we're blind to that it's going to take the next generation to kind of shake us by the collar and say, "Hey, you really messed that up.

Jordan Harbinger: [] Another problem we've run into here is we impose sanctions, or maybe we should say requirements on upstream interventions that would never apply to downstream intervention. So someone eating terribly is going to get bypass surgery. But if they want to go to the gym and get a trainer to help any of this, they would never cover it. Like, "We're not going to pay for your trainer.

That's ridiculous. Go to the gym your damn self and stop eating so much. He's on disability for the rest of his life or something like that. That is 10 to times the cost of hiring a personal trainer for the two decades prior and a nutritionist, I would imagine. Dan Heath: [] Absolutely, right. And in fact, it's become a perverse thing where we're used to evaluating prevention in terms of cost savings. And I think I know how this must have happened if you're trying to get a program funded.

There's something called the Diabetes Prevention Program that has been proven successful in taking people who are called pre-diabetic, kind of on the cusp of diabetes, and putting them through this lifestyle program that actually prevents them from developing diabetes. I mean, it's amazing that we have a program that has been proven to do that, and yet it's like pulling teeth to get it funded. And so if you've got a program like that and you're trying to build allies and you're trying to attract support, one of the most powerful arguments you can make is, "Hey, not only is it going to keep people healthier, it's going to save money.

And what I'm saying is that it's lunacy that the reason why we should be preventing asthma and preventing pandemics and preventing even smaller problems like customer dissatisfaction is not necessarily because it saves them money, but just because it's the right thing to do.

But all of a sudden when we start talking about a program to provide food to poor children, all these economists roll out of the woodwork saying, "Well, is it going to save us money?

So anyway, that's my little rant on this absurdity that's come out in upstream work. It's not that I think it's irrelevant. Obviously, we would love for all prevention programs to save money. That's a wonderful thing. We should always care about cost-benefit analysis. The point is just it shouldn't be a constraint. There's no law that says for a prevention program to be worth doing, it has to save us some coin. We'll be right back after this.

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We really appreciate it. Jordan Harbinger: [] Yeah, that's a good point. We can also take into consideration the idea that it might save lives, which might be kind of important too. Depends on our goals as a country. And we've solved big problems like this before, right? We put fluoride in the water to help build healthy teeth. So it's not like this is something that's novel to society where we start thinking about preventing things.

This happens all the time. It's just that we seem to apply it selectively and in ways that don't totally make sense. In fact, if you want to send a thank you letter to someone, send it to public health officials. Here's a stunning statistic. In , the average life expectancy for a child born in America was We basically bought an extra 30 years of life. I've done a bunch of stuff in my life that I'm proud of and I suspect everyone listening has too, but none of us have extended human life expectancy by 30 years.

I mean, talk about a massive achievement. And if you look under the hood at what exactly caused that, what you see again and again and again is successful public health efforts. Things like better hygiene, water systems, vaccines, better care for pregnant mothers, and on and on and on. And it's like you can track a lot of that success back to upstream interventions to make people healthier and to prevent bad things from happening.

So to your point, we have a huge track record of successful upstream interventions. I think sometimes we just allow ourselves to be distracted by the problems of the day and we forget our own success. Jordan Harbinger: [] At some point, technology will bring the cost of a lot of these things way down.

Maybe not in humans as much right away. But you give the example of elevators, another cool kind of Internet of Things, devices that will measure tiny changes to predict maintenance. Give us the elevator spiel because the elevator example, I should say, versus the elevator pitch. Because it really does sound like it's a stroke of genius that probably isn't that hard to implement.

Dan Heath: [] This kind of blew my mind. I mean, I'm geeky enough to appreciate this, but most major elevator companies these days have what they call smart elevators, where there's a bunch of data that's being collected just about the normal usage of the elevator, their noise, their speed, their temperature, and things like that.

That is getting beamed to the cloud, invisible to you riding to get to the fourth floor. And based on past data, they've started to be able to draw conclusions from certain diagnostics. Like, I quote this one guy who said, "Normally, it takes a certain amount of time for the doors to close. Maybe it's five seconds, and then over time you start to see, oh, it's ticking up to 5. But what that might tell you if you're an elevator expert is something's kind of getting gummed up and it's slowing down.

You need to get in there and lubricate the system. And that way you can show up and just add some lube to the elevator doors, which is a trivial maintenance thing, and not wait until six months down the road when the doors don't open and passengers are stuck and it's on the local news. I actually talked to this guy who was a sewer expert.

This didn't make it in the book, but I just thought it was fascinating. And he said he's got this technology that you can put in city sewers that will give you an early warning when you might have an overflow situation on your hands, which needless to say would be something that you would want to Dan Heath: [] I know.

And so again, and again in our world, you see the sensors that we can install in the environment can feed back information to us and help us prevent catastrophe. Jordan Harbinger: [] Sometimes though, our prevention can end up with unintended consequences, and this is fascinating.

The cobra effect, this is a real example from -- where is it? Dan Heath: [] I should put an asterisk on the word real. So I tried very hard to figure out -- this story kind of smells like an urban legend to me, but Jordan Harbinger: [] Like an apocryphal, it's a real fake example of something that could have happened. And if it did happen in real life, it maybe would have happened in India.

How is that? Dan Heath: [] I actually heard this story on the Freakonomics Podcast. We'll blame them if it's wrong. Dan Heath: [] So the story is that back in the days when Britain ruled India where there was an administrator that was worried about the cobras in Delhi.

There are a bunch of cobras around, an obvious public health hazard. And so this guy had an ingenious idea, "Aha, I'll put a bounty on cobras. Bring me the heads of cobras and you'll get some cash. People start bringing in cobras in bulk.

But then there are some entrepreneurial types in India who think, "Hmm, I get money if I bring in dead cobras. And so all of a sudden you have these cobra farms, just basically manufacturing cobras at scale. And so the administrators catch on to that and they take back the bounty scheme. And then you've got these farms full of cobras that aren't worth anything anymore.

And so what did the farmers do? They let them go. And so this noble effort to reduce the number of cobras in India yielded more cobras. And that's an example of something called the cobra effect. So many big firms these days have moved to these open floor plans. And you know, "Let's do away with cubicles. The noble part is, "Hey, let's do away with the cubicle world," like we see in Office Space. I think the shrewd part is, "Can we pack people in a little bit tighter to save some money on real estate?

What are you going to get? You're going to get more face-to-face conversations. It just has to happen. Well, there's a couple of Harvard scholars who studied this in two Fortune companies. And this is kind of just a geeky sidebar. They used this technology called a sociometric badge to actually put real data against this.

So their employees for weeks wore these, essentially, lanyards that had monitoring devices on them that measured who they talk to and for how long. There was nothing super creepy about it that nothing was being recorded. What they wanted to know was just who's talking and how much and how does it change once we move to the open floor plan environment. And the conclusions were about as stark as you ever get in a study like this.

As soon as the employees moved to the open-office floor plan, face-to-face interactions plunged by about 70 percent. Dan Heath: [] It basically just stopped face-to-face interactions and meanwhile the use of email and messaging apps spiked. So there's the cobra effect again, right? When you put people closer together, so they'll talk more, they end up talking less. Jordan Harbinger: [] That's interesting.

I wonder, can we attribute that to the open-office space, or is it really just, "Hey, we have Slack now, so I never need to talk to you again? Dan Heath: [] I think it's more likely to open office because these were so proximate in time. The before and after that I'm talking about, it was just like weeks apart, not months or years.

It was the same people, same core software, and then they move into this environment, and all of a sudden their behavior changes. I would love to see a study done about this.

That's not in Silicon Valley because I have a feeling that the Silicon Valley folks, we may skew a little bit towards, "Oh, do I have to talk to another human? Oh, I'll look at open office space. Doesn't matter. Still going to email. Businesses that employ normal folks that are not engineers and things like that. I'd just like to think that we're not that antisocial as humans, but I guess, you know, I have no data for that anymore.

Dan Heath: [] Well, if you think about like being on a subway or being on a plane, even most of the extroverts in the world are probably not likely to, even though they're sandwiched really close to another person that doesn't mean they're going to talk more. Dan Heath: [] I think we all just have this core craving for some degree of privacy. Even if we're sandwiched really close together, it just makes us more fanatical about avoiding eye contact and putting on our headphones and that sort of thing.

Jordan Harbinger: [] In closing here, what can we do? I mean, I'm not going to single-handedly change the healthcare system. I'm not going to necessarily be able to do a lot of upstream systems changes for things like homelessness. And yes, there's the whole like do-your-part types of situation, but what can I do to make -- let's be real, everyone listening to this is like, "How do I apply this to myself or my own business or my own life or my own family?

Leave the public health stuff to public health officials. What can I do with this information? Dan Heath: [] Yeah, totally fair question. And I should say, even though it's fun to talk about pandemics and Hurricane Katrina and these kinds of huge social things -- I mean, this is fundamentally a book about organizations and people, and there's a lot in it that is useful today.

So I'll give you an example at the other end of the spectrum. I talked to this guy named Rich Marisa who had this ongoing spat with his wife -- or maybe spat is overstating it -- but they had this little thing that they always bickered about and it was the hallway light.

So Rich was going in and out of the house a bunch, often to take the dog out. He would flip the hallway light on, on his way out, and then he'd come back in and he'd forget to turn it off.

That just irritated his wife and so that was the little thing that they argued about. And then one day, Rich realizes, "Oh, my God, I can fix this, like forever. And now when he goes outside, he presses the minute button, the light lights up, he comes back in. Even if he forgets, the light just turns itself off and they never have to argue about this again for the rest of their marriage. Leaving aside pandemics and hurricanes, just try to figure out what kinds of problems or even irritants, not even like major life problems, but just things that bug you that are bugging you again and again and again.

For me, I'm usually working in coffee shops. Not anymore, unfortunately, because of the virus, but you know, I wrote most of the books with Chip in coffee shops and so I was always schlepping a laptop back and forth and pulling out a power cord, plugging it in, putting it back in the bag, going back to my office, re-plugging it in.

And so just shuffling power cords was one of those small day-to-day irritants that I had just put up with for years. I mean, thousands of times I had done this. Until one day, in the course of researching this book -- that's what it took for me to click in that I might be able to do something about this -- I just bought two different power cords and one of them lives in my backpack forever and one of them is permanently affixed to my desktop.

So when I come back to my office, I can just plug it right in. It's in exactly the right spot. You know, earlier we talked about how easily we habituate to things, sometimes good, sometimes bad, that we can actually just adapt to dealing with problems that we could well have solved.

And to me, that's kind of a hopeful message because it says with just a little bit of intentionality and maybe a little bit of extra effort in the short term, we can get out of that habit of constantly dealing with irritants and just stamp them out altogether.

Dan Heath: [] Yes. I know that a nation of millions is looking to me for inspiration after that one. Jordan Harbinger: [] Yeah. The guy who figured out how to turn the light off, but it's simpler than we think and I think a lot of issues really do come down to like using our own psychology against ourselves.

It kind of goes down to even financial advice, right? Like the idea where people go, "I can't budget, I can't save money. Jordan Harbinger: [] It's like, well, this is how we prevent certain things.

Sometimes the biggest problem is our own habits, our own issues. We have to figure out a work-around for that and that workaround usually comes upstream. Jordan Harbinger: [] Thank you very much for doing the show, Dan. I really appreciate it. Jordan Harbinger: [] Always fun talking to Dan. You know, some stuff that didn't make it to the show was that we should be looking for systems change. Don't combat the results, change the system that creates those results.

That might sound obvious once again, but this is something we're terrible at generally. Look at homelessness, for example, or even crime.

Are we trying to prevent crime by making sure kids have a place to go and they have good role models? I mean, yes, but barely. We're certainly throwing a hell of a lot more resources towards law enforcement and the justice system. I don't think anybody's going to argue with that.

People who are poor and underslept and don't have enough, it slows their upstream thinking. You end up doing something called tunneling. This is where you're only reacting. You're not preventing, you're just trying to get the next obstacle that's in front of you out of the way. And you hear about this concept a lot when people describe it, people who are paycheck to paycheck and say things like, "As if I could do this maintenance on my car.

I have to work to make sure that I can just put hand to mouth food in my kids' bellies. One, you're not in their shoes, but especially the idea that it can actually reduce their cognitive capacity, which makes sense. You're stressed out, you're not getting enough sleep, and you have bad nutrition.

That's not going to help you prevent things. It's not going to help you with your upstream thinking or even your problem solving for that matter. There's a lot of upstream prevention of social engineering attacks that's possible now. So there's software that creates these phishing emails where it's like, "Hey, this is Angie from accounting.

I need you to log in to the company intranet and do something, something with your paycheck," and you end up putting in bank details on like a fake website that looks like something your company would have created. They're doing these phishing simulations where there's software that will email your whole company internally with a fake link, tracks, see who's clicked on it, who entered what information, and then you can bring those people into training.

That is a good idea because when they tested this a huge number, like one-third of certain companies, would click on phishing emails, log in with their company email and password and like enter bank details on this site that is fake.

Now, imagine if a criminal got access to that information and not the security company you hired. That is genius. I love that idea but obviously more important than we thought. It's not just, it's not just your parents clicking on those phishing emails anymore. The book title is Upstream. Links to Dan's stuff will be on our website in the show notes.

Please use the website if you buy books that you hear about on the show. It helps support the show. Also in the show notes, there are worksheets for each episode, so you can review what you learned here from Dan Heath. We also have transcripts for each episode and those can be found in the show notes as well. I want you to ingrain this into your day-to-day. It's in our Six-Minute Networking course. It's totally free.

It's over at jordanharbinger. And do it now, don't do it later. You got to dig the well before you get thirsty. Build your network before you need it even if it means you're starting from scratch and you're never starting from scratch.

Trust me. So come join us, you'll be in smart company. That's over at jordanharbinger. In fact, while you're making connections, reach out to Dan Heath. Tell him what you thought of the show. Show guests, love hearing from you, and you'd never know what might shake out of that. Speaking of building relationships, you can always reach out and follow me on social.

I'm at JordanHarbinger on both Twitter and Instagram. I'm your host Jordan Harbinger. Our advice and opinions of our guests are their own, and I'm a lawyer, but not your lawyer.

So do your own research before implementing anything you hear on the show. And remember, we rise by lifting others. The fee for this show is that you share it with friends when you find something useful or interesting. And I hope, but you found this episode useful for people that run organizations, non-profits, freaking teachers probably need this, everybody.

I mean upstream thinking, come on people, if we reframe our thinking around prevention, helpful. Hopefully, you'll find something interesting in every episode, so please do share the show with those you love. In the meantime, do your best to apply what you hear on the show, so you can live what you listen, and we'll see you next time. Enter your name and email address below and I'll send you periodic updates about the podcast.

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