Going Horizontal: How do you really want to work?

Curiosity and excitement about horizontal organizations coexist with concerns and cynicism. Most of today’s work force is disengaged and the current ways of working won’t be able to take us into our future. Even if we know all this, we still struggle to figure out what to do come Monday morning.

What if we stepped back to reexamine how we really want to be working?

For over 10 years I have been using our company, Percolab, as a lab of  how an organization can function. With clients, colleagues and international friends, we try things out and sense make, in a never ending learning process. In 2016 I began offering workshops on the topic: Demystifying Self-Management. They helped people connect with the notion and explore some basic elements. In 2017, at SXSW in the USA, with Edwin Jansen, we gave a panel on Growing a Company without Bosses. It was a provocation and we were stunned by the response.

Weeks later I signed a book contract with my favorite publisher, Berrett-Koehler: Going Horizontal: Creating a Non-hierarchical Organization, One Practice at a Time. It is a practical book. It builds on the fabulous work in the field of new ways of working, such as Frederic Laloux’s Reinventing Organizations. Going Horizontal is all about the practice. It offers seven domains of practice to help anchor new habits and mindset as they develop. But Going Horizontal is more than a book, it is also a community and a series of practical trainings.

A conversation on the Future of Organizations with Frederic Laloux at the annual conference of the Quebec society of HR professionals

Who shows up at a Going Horizontal training?

In Antwerp, Belgium, six countries were in the room. Some people had specific questions while others wanted to make sense of their own experimentations. In Quebec City, Canada, workers from a pulp and paper factory joined Lawyers without Borders, an IT professional (recovering from a less than satisfactory foray into self-management), and consultants and students. Going Horizontal connects across domains and job titles.

A deep dive in Spain

The next stop is in Spain the 11-14th October, 2018 for a four day residential training in a castle in the middle of a 200 hectare forest outside of Barcelona. Beyond the enchanting venue, will be a unique learning experience. This training is offered by a powerful international team:

  • Dr. Salvador García, professor in Personal Development, Entrepreneurship and Social Innovation at the University of Barcelona,  Founder of Imagine Lab, Author of “Management by Values” and “Values Intelligence” and one of the top business speakers in Spain.
  • Carolina Escobar Mejía, Agile coach and Founder of the horizontal organization Somos Mas
  • Phoebe Tickell, Learning innovator and Social entrepreneur with Enspiral NZ & Schumacher College UK.
  • Nil Roda-Naccari Noguera from Percolab Spain and yours truly from Percolab Quebec

The day to day challenges of participants will be the basis of the program. The seven domains of practice of the Going Horizontal framework will help to grow our strengths and overcome our blind spots. Together we are exploring the new rich and yet unexplored territory of all that Going Horizontal can be.  Via each training the community grows as participants can become champions of horizontal practices in their local context.

If this speaks to you, please join us in Spain! If you know someone who should be there, please let them know.

Either way you can pre-order the book Going Horizontal now via Amazon.

If you would like to collaborate to offer a Going Horizontal training or virtual book club in your area, please contact info@percolab.com

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Principles and processes for co-designing self-organizing events

It’s easier than it sounds. If you organize events, this is for you.

The international Art of Hosting community has developed a different way to design gatherings. There is an underlying pattern that has been fine-tuned and experimented around the world for over 20 years. No matter what the convening topic, from collaboration methods to water management, to financial matters, it is possible to design, organize and meet with the flavour and feel of life, because they are the result of an underlying pattern.

Participants and conveners do not necessarily get to see this backstage, (how the hosting team works together through the design/preparation day and onwards) though everyone is sensing its existence. Over and over, it has laid the conditions for groups to experience a functional self-organizing operating system, live an enlivening experience, access deep co-learning, and do good work. A friend with decades of event organisation explains it as an update of the system software we have been working with for a long time; a 2.0 version, if you will. This is my attempt to share the pattern in a practical and helpful way, without reducing it to a simple recipe to follow. The pattern holds deep consciousness and wisdom, and I hope I am honouring it well. It begins with three principles.

It is wise that a facilitation team spends some time together just prior to a convening. The length of time will depend on elements such as the duration of the convening, the familiarity between the team members, the challenges and risks. Typically, for a three-day event, the hosting team will spend one or two days together prior to the event. For a very short meeting, the hosts will spend a shorter time.


Principle 1: Responsive design — Wait until as close to the gathering/training as possible to design the program

Certain aspects related to organizing a gathering/training can and should be done well in advance of the event, such as the venue, food, decorations, lodging, budget, registration, communication. What the team also does upfront is getting to know the context more, and getting to know each other a better, so they become a real team. As for the design of the actual program, if we want it to be acutely responsive to the context and needs that connect to the convening, to the tiny changes, local and beyond, that are forever taking place right up to the first day of the convening, then it makes sense to leave the programming to just prior to the event.

Friendly warning: We have become so accustomed to developing our event programs months in advance of an event, that waiting until just prior to the event may generate a certain level of anxiety.

Principle 2: A strong container — Give importance to the invisible field that holds a meeting

If we want power, depth and flow in our gatherings then we will need to accord time and space to build what we call, for lack of a better word, “a relationship field” or a “strong container”. This is the invisible field that holds the potential of a group. It is the collective presence and the quality of the relationships between the team members that make up the quality of this field. If this is strong and healthy, it can facilitate generative conversations, paradigm shifts and deep connections. With it, the event team will stay in healthy collaboration even if the event brings stormy weather. This can mean taking time to be together, play, sing, cook, share silence, whatever flows. This is how friendship and familiarity grows. Being in good relationship with yourself and with others helps to enjoy and benefit from the diversity of others.

Friendly warning: We have become so accustomed to time management for performance that giving time and spaciousness to being together may cause some anxiety.

Principle 3: — Learning edges, self-organisation and community of practice — Practice our own medicine

Every work session in the preparation is a micro-example of what is being created. How you are imagining the event should be showing up during this preparation time. If you want participants to harvest online, the team should start during the design days. Be in this practice with the team before the event and you will be practicing well at the event. The practice contributes to the container. If we want the event participants to experience deep learning, then the team should share their learning edges with each other. If the team is trusting and trying something new during the convening, beyond our fears, with the support of each other, then we are modelling that for the whole event. There is life in the trembling and this is being in a community of practice.

Friendly warning: We have become so accustomed to showing up with our expertise that it can be uncomfortable to reveal our learning edges.

How do we design together?

When we finally get to design the actual event our reflex is to jump in directly. Go slow and begin with the following. By doing these steps, the design that is needed will reveal itself. Embody the principles described above in the actual design time.

Need, purpose and participants

Take time to strengthen the connection to the need underlying the event and then to the purpose. Since the purpose is the invisible leader it needs to be held clearly by the whole team. The original call for the event began with this and so should the design. It is the centre of the work.

Team learnings

What is the intention or learning edges of each person in the team? If we want to facilitate learning we need to be in learning ourselves. If we embody the work we strengthen it.

Sensing in

Take time to understand the context, the people who will be coming, what is going on around to be more in tune and responsive to what is needed. Listen with all your senses, on all kind of levels.

Outputs — Acting more wisely for the world

Good work should always yields real results. The Hopi Indians say: “Will it grown corn for the people?”. What is the convening going to create that will be useful for the world?

The venue

The venue can support the quality of the convening. When it is possible spend some time at the venue? Connect and feel the flow in the space. How can the event make use of it? Are there any outdoor possibilities? Imagine the space and beauty unfolding. Embrace the constraints that come with it.

Friendly reminder: It is not either or, you need the analytical and planning capacities together with many soft skills.

How do we design for self-organization?

When the time comes to actual designing the event, the same principles apply.

  1. Clarify responsibilities/teams

If the event goes over a few days, create sub-teams. One way to approach this is a team for each day, a team for space and beauty and a team for documenting (harvesting). It can be helpful to identify how many spots there are in each team; then it is clear if people are in a single team or multiple teams. When it is time to decide who is in which team, in a self-organizing framework it is important that each person choses for herself. It can be useful to invite people to think about their offering and their learning edges before and then place pens on the table and in silence everyone writes their name where they are feeling they should be. It is important to note that the sub-team have a role of stewarding the tasks, not of executing all the activities and work of the day.

2) Clarify the flow and structure

Each team spends time designing a flow of activities for their area of responsibility. It is NOT yet time to dig into the design, only identifying the flow of activities (ex. team hosts, team coaches, participants) and the number of each. Then, to ensure that all the parts work together, the teams share their flow and activities and receive comments. Friction points and blind spots will be revealed. The teams then have a bit of time to produce a second version of their flow and activities if necessary. The group then comes back together to agree on the design. In this way everyone is aware and in support of the total design.

3) Activity designing

Only now each person identifies the activities/roles they will be responsible for, individually or in teams. Now each activity can be designed in detail. Those for day one will take priority. Some will be done prior to the event and some will be designed during the event with (some of) the participants (during breaks or evening).

4) Inviting in

During the first morning of the event, participants are invited to step in with their own activities or proposals within the scaffolding structure set up by the team. This structure holds the space so that the facilitation/hosting and documenting/harvesting can be done with the ample participation of all, in an open and flexible way. When the preparation work has been done – attending to all the details with care — the principles described above allow the loose structure to be held with quality and rigour. It can appear chaotic but the freedom is held by a container that supports coherence, alignment and freedom. It allows us to open up to what is possible and alive. This is how we organise amongst ourselves.

The Art of Hosting way creates a self-organizing operating system, an edginess of possibility, a depth of learning and a quality in human connection that often eludes us in other types of gatherings and meetings. Events all over the world are organized in this manner with great success, from the European Institutions, to local neighbourhoods, from businesses to professional networks.


Learn more about Art of Hosting and upcoming trainings.

Thank you to Ria Baeck for contribution and support in writing this article.

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How does an organisation shift to self-management?

Thinking about shifting to self-management or wondering if your way of self-governing can be fine tuned? In my previous article What is self-management, really? I explore what is and what isn’t self-management via percolab’s story. This article goes into the details of how percolab went about setting up a role-based self-management system. As a word of context, percolab is a non-conventional company and we had realized that we required a bit more structure in how we self-organise our company.

There is a different way to structure our organisations based on “roles“. A role based structure means:

  1. Thinking about an organisation based on its purpose and all the roles and responsabilities that allow the organisation to meet its purpose;
  2. Leaving behind job profiles and job titles. Different people can take on different roles at different times – there is a flow and adaptability with roles; and
  3. Distributing the authority (decision making power) throughout the organisation via the roles.

Percolab recently shifted to such a role-based structure. As a team of process designers we were very deliberate in how we went about setting up our roles structure. We are sharing it now in the hope it will help others on their paths towards self-management.

Identifying our company roles 

Roles are already within our organisations and companies, we just need to listen in and make them explicit. To identify ours, I put on my role identifying hat for a few months. I resisted  the temptation to look outside the company because that would lead to thinking about what roles we “should have”. Over 9 years our company has grown into its own way of functioning and this is the organic base we wanted to work with.

Honing on the daily life of the company helped to come up with a preliminary list of roles. What is the company up to? What are people talking about? Where are the questions and tensions?  In all, 32 roles revealed themselves. I gave them some placeholder titles: Banker, Legal protector, Keeper of our workshop offer, Video producer.  The work was done as an open and transparent process, as per self-management principles. Now we were ready to begin the collective process.

Writing our roles together

Writing the roles as the team allowed us to benefit from the team’s collective intelligence. Also, it was an active way for us to process the shift to roles.

At a team meeting we reminded ourselves of the reasons we were shifting to roles. We drew on the wall the basic structure every role should have (inspired by Holacracy):

  • Role title: clear and aligned to our culture;
  • Role purpose: a short statement;
  • Role accountabilities: tasks and decision making authority;
  • Role metrics: specific indicators that help the team see if the role is being well stewarded.

We shared a draft role to exemplify these elements.

Title: Banker

Purpose: Reduce financial stress of all members of the collective, collaborators and organisations with whom we have transactions.

Accountabilities

  • Based on laws and obligations, foresee financial provisions and make all necessary payments to the government and documenting them.
  • Act as contact for percolab with the government, documenting key information, exchanges or situations.
  • Emit checks, once documentation duly completed and if appropriate, approved.
  • Inform members if a difficult financial situation arises and work through it openly and collectively.

Metrics

  • Financial stress of members is low – collective average of no more than 2/10 each month.
  • Payments are made within 30 days.
  • No penalties or interest to the government

We agreed that each team member would be responsible for writing 4 or 5 roles. The 32 titles and notes were laid out on the table.  Each team member chose the roles that he or she wanted to write.

Then we agreed on the process as follows:

  • We would set up a wiki (mediawiki) and each person would insert his/her first drafts of roles over a few weeks.
  • For each role, we would each invite two team members to iterate it forward using their wisdom and experience.

Through this writing process, each of us was now familiar with more than one third of the 32 roles. We all committed to reading ALL the roles prior to the next workshop to have a system view of the roles.

Adopting and attributing our roles

We held a 2.5 hour workshop to attribute the roles. The workshop process went as follows:

  1. We began with a short reminder of the purpose of roles. They are NOT job titles. We will all be stewarding multiple roles and we will be rotating our roles over time. Roles are aligned to the company’s purpose.  (5 min)
  2. We checked in by answering the question  “What color are we feeling?”.  This gave space to our apprehensions. (5 min)
  3. We took 30 minutes in small groups to discuss and review the roles that were speaking to us.  We brought back to the team 3 proposals for improvements.  If anyone had any significant issues with any content,  it was being heeded.  We quickly fielded the proposals following the integrated decision making process (Holacracy). (50 min)
  4. We discussed and agreed on the implementation date for the new role system.  This was the official day when authority (decision making power) would no longer lie with the co-founders. and when team members would take on their expanded responsibilities. (30 min)
  5. We attributed each of the roles via a multi-step process. We wrote the names of roles on index cards and laid them before us. We each wrote on the cards who we thought was best situated for stewarding that role and we could not put our own name. We took a moment to take in the collective perspective that had been revealed. Then, each person identified two roles she had energy to steward and  named it as a proposal. The group let the person know if there were any objections. If none then the roles were considered attributed. The next round, each person proposed one more role and again we verified for objections. A final round whereby anyone could propose anyone for the remaining roles. Again quick checks to see if there was any opposition until all roles were attributed. (55 minutes)
  6. We closed by each responding to the question What colour are we feeling now? (5 min) 

This image sums up the workshop. The inner circle represents our check-in colours and the outer circle our colours after roles had been adopted, attributed and an implementation date agreed upon.

roles (2)

By our in-house artist, Roch!

We updated the wiki with all the information. In the end, we landed 30 roles and a shared role that clarified what each of us in the circle was accountable for (project management and project work).

Lessons

1. Process design is key. Self-managing principles should be embodied in the way the shift to self-management takes place.

2. Self-management is a never-ending process of learning – about the broader functions of an organisation, our own capacity and confidence to step into roles and collaboration and trust.

3. It’s about the roles, not the people.

Next up, an article on the implementation process.

*It should be noted that in percolab’s case everyone within the company  has the role “0” Project work – the intention is to work, learn, have fun and advance the company and our domain. The role involves generating, leading and contributing to projects.

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À quoi sert une formation percolab?

Je suis consciente que notre approche de formation est non-conventionnelle, voir déstabilisante pour les participants.  

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Formation auprès des élus et agents de développement économique du Québec.

Il y a trois motivations derrière notre modèle  :

  1. Connecter ses façons de travailler avec des cadres conceptuels pour créer du sens.
  2. Vivre des expériences qui permettent d’entrer dans des subtilités pour amplifier sa manière de travailler.
  3. Construire sur ce que l’on fait déjà si bien avec plus de conscience.
insertion sociale

Atelier offert au secteur des entreprises d’insertion sociale du Québec.

Pas évident d’avoir des indicateurs sur de telles intentions.

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Des participants en plein travail lors d’un atelier sur les Méthodes d’intelligence collective.

Quand Philippe Garon, un participant d’une formation en région (Gaspésie, Québec), m’a fait un retour sur son expérience, ça m’a fait chaud au coeur. J’entends l’impact à travers son récit.

Garon_Festival_Caraquet

Philippe Garon en action professionnelle.

“Bonjour !

Je suis un artiste multidisciplinaire qui vit en Gaspésie. J’offre aussi mes services en rédaction, correction et animation. Grâce à la direction régionale du ministère de la Culture et des Communications, j’ai eu la chance de suivre une formation de Percolab avec Samantha Slade ici à Bonaventure en juillet 2015. En compagnie de 15 autres intervenant(e)s culturels de toute la région, j’ai pu me familiariser avec de nouvelles techniques de mobilisation créative. Quelle belle bouffée d’oxygène ! Nous avons pu nous familiariser avec plusieurs méthodes originales pour dynamiser les rencontres des multiples organisations qui œuvrent dans nos milieux. Samantha a réussi à adapter le contenu et son approche en fonction de nos réalités.

Personnellement, depuis cette formation, j’applique le plus possible dans mon travail mes apprentissages et je sens réellement une différence. Mes clients aiment expérimenter des activités qui sortent de l’ordinaire dans le cadre de leurs réunions. Leur efficacité et le plaisir qu’ils éprouvent à travailler ensemble s’en trouvent décuplés. Mais au-delà des méthodes que nous pouvons maintenant leur proposer, il y a l’importance de l’ambiance, de l’atmosphère que nous installons au sein des équipes que nous aidons. Mettre l’accent sur l’énergie positive, sur l’intelligence collective. Offrir aux gens un maximum d’espace pour leur permettre de s’exprimer et prendre le temps de vraiment les écouter. Encourager le questionnement, le rire, l’accueil des émotions, la réflexion, la créativité et la recherche d’idées audacieuses. Voilà un programme ambitieux, mais tellement motivant ! Percolab m’a donné le goût de pousser plus loin la maîtrise de l’art d’animer pour aider les gens de chez nous.”

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Philippe Garon en plein travail lors de la formation percolab dans sa région.

Merci Philippe pour un retour si ouvert. Si vous avez un retour apprenant suite à un atelier ou expérience percolab, svp partagez!!

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What is self-management, really?

What’s the difference between participatory management and self-management?

If you’re an agile learning organisation, does that mean that you practice self-management? Almost, but not quite, is the short answer.

Since 2007, the social enterprise percolab functions with a strong learning culture and edgy practice.  Nobody tells anyone what to do, people show up as their full selves and purpose is the driving force behind the work. Percolab helps clients create the conditions for collaboration and adaptable organizational culture. We work with a wide range of clients from community groups through to government and startups. We use a blend of ancient and new social methodologies and a dash of technology.

Each new person who joins the team (we are 10 and growing) has to figure out  how to get on in this nonconventional company. Many typical employee  behaviours are difficult to play out as the other party (ie. the employer) doesn’t cooperate as a boss. The team ensures most staff support functions. We all partake in business development, communication, marketing, invoicing and human resources. Everyone works when and where they want, even though our offices are in coworkings. Anyone can manage projects or start a collective venture. No one asks permission to take vacation, attend an event or training. Our team meetings take place in circle.

paul

Percolab team member working where and when he wishes.

Yet, despite all that freedom and innovative practice, who was making  the significant strategy decisions? The two co-founders! Flattening the organisational processes and practicing collective intelligence was not enough for the company to flourish in self-management.  The company needed a new structure to support the team to lean forward and the co-founders to lean back.

As the team grew  we were becoming less and less comfortable with the title of “Co-directors”. The notion of “directing” someone seemed contrary to the working culture we were nourishing.  The co-director titles were maintaining a hierarchical paradigm we were stepping away from. Could we not be co-learning and co-evolving  together instead?

The big shift

In 2015 two shifts happened at percolab. First, the co-founders shared the financial files of the company with the whole team. Yes, financial reporting, invoicing, budgets, expenses, payroll was now available to all. Second, the co-founders brought 12 key strategic proposals to the team.  The whole team openly discussed the proposals and adopted them together. These two acts are what set percolab into its full self-managing swing. The co-founders were becoming conscious of the subtleties of power dynamics. The team was not going to self-organise without a formal structure that could help us unravel our habits. Team members needed to stop deferring to the co-founders for figuring things out.  The co-founders needed to stop making decisions for others before anyone could get involved.

How had we found ourselves at this place? Easy enough. The co-founders had been making strategic decisions since the company’s beginnings. Space and freedom for the team was not enough for others to elbow in.  Our daily culture of collective intelligence, experimentation and openness created the illusion that we were self-governing.  It was not easy to see that co-founders were excluding the team from key financial information and strategic decision making. The classic dynamics of money and power were amongst us!

A new structure

As collaborative practitioners with a self-organising mindset we have been able to shift quite naturally and in a way that we can be proud of. Once we had made a collective decision to modify our functioning, change flowed  easily. Within weeks we were set up in a light version of self-management. We integrated certain principles from holacracy. We mapped out the myriad tasks of the company and grouped them into 30 roles that we co-wrote together. We held a workshop to attribute the roles. We all took on roles that we wanted or roles that someone else thought we could steward well. No one assigned anyone a role. It was clear that the roles would rotate between us over time. As simple as that, authority was now distributed within the organisation. Given our ease with prototyping novel practices, working with roles feels good.  It’s a practice that we will play with and fine tune for a long time forward, as learners.

Lessons learned

Today, we are a more conscious team. We know how easily hierarchical command and control reflexes can creep up, even on those who work in participatory ways.  We are clear that there is no need to be making all decisions all together. We trust other team members to make wise decisions for the company using exemplary decision making processes. In the next articles we will share the nuts and bolts of how we got rolling on our self-organising structure.  For now, here are the three lessons that stand out.

1. Being a purpose driven, funky and participatory company does not equate to self-management.

2. With a strong learning and experimentation culture, the shift to self-organisation is a relief and release.

3. Self-management doesn’t just spontaneously happen, it needs to be named and structured.

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Trois astuces pour aborder un enjeu complexe

Est-ce qu’il vous arrive de tourner en rond autour d’une problématique? Vous faites peut-être face à un enjeu “complexe”  qui défie la mise en application des solutions existantes. En général, nous avons développé un grand savoir-faire pour résoudre les problèmes évidents ou compliquées. Lorsque la situation est complexe, les approches classiques ne semblent plus donner de résultats. Les relations entre les causes et les effets ne sont pas discernables et nous perdons souvent pied. Penser et agir dans la complexité demande plus que le recours à l’expertise ou l’utilisation de pratiques exemplaires dans l’élaboration de solutions. Elle demande la mise en œuvre de nouvelles façons de faire les choses. Les théories de la complexité suggèrent une approche et une posture différentes qui reposent sur trois composantes clés :

emergencePhoto Credit: Roberto Verzo

1. Travail en mode émergence

Face à la complexité, il faut se défaire de notre habitude de penser que l’on peut tout planifier pour obtenir une solution rapide. Travailler en émergence suppose la création d’un espace de réflexion et d’action qui s’ouvre à l’exploration de nouveaux sentiers, à la créativité, à la prise de risques, afin d’accueillir de nouvelles opportunités ou des pistes de solutions, parfois imparfaites mais porteuses.

cocreationPhoto Credit: Paxson Woelber

2. Co-création

On gagne à aborder un enjeu complexe dans un esprit de recherche collective qui inclut une diversité d’acteurs et qui s’appuie sur une approche systémique. Le travail en silo prive trop souvent les organisations de l’apport de leur écosystème élargi. La mise en place d’une stratégie collective, ouverte et transparente constitue donc un outil puissant pour avancer dans la recherche de solutions inédites.

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Photo Credit: ~lzee~bleu~not~really~all~here~

3. Expérimentation et apprentissage

À défaut de procédures connues et établies donnant les résultats attendus, travailler dans la complexité suppose l’expérimentation, par le biais de pilotes ou de prototypes, comme moteur de découverte. Car c’est à partir de petits projets menés dans des situations concrètes que l’on peut mieux détecter les tendances et les patterns qui permettront d’établir et d’ajuster la stratégie et de creuser davantage les dimensions prometteuses.

Pour en savoir plus sur la théorie de la complexité : David Snowden, Cynefin model : www.cognitive-edge.com

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