5th Letter from Tel Aviv- Just let them complain!

Many dictators have maintained  power by limiting freedom of speech, even to the extent of trying to censor mass media, ban Whatsapp, imprison journalists, and what have you.

Not in Israel. The Israeli needs one basic freedom, after which he can be easily repressed-that freedom is the “Right to Complain” .

Let us say whatever we want, and then you can repress us.

Israelis will pay 50% income tax, sit for hours and hours in traffic jams, and accept a Minister of Health who fights for the rights of religious women to go to a public ritual bath in the days of corona. The Israeli when allowed to complain, will spend three or four times the price for food and lodging-as long as freedom of speech continues.

By the way, government  ensures that mobile phones are cheap, so they complain all the time. (9 dollars a month, unlimited use)

Let’s look at why this happens.

First, Israeli culture differentiates between words and action, relegating words to “just words”.

Words have always been mitigated in Zionist (not Jewish) history. Ben Gurion once said that it is important what Israel does, not what the UN says. And an entire faction of the Zionist movement focused on doing not saying, in order to create` `facts in the field“ עובדות בשטח .

The manner is which Israelis worked against  Kennedy and with Johnson on the Dimona Nuclear Project illustrates the lack of importance associated with words in this critical juncture in Zionist history, the establishment of Israel as the strongest military power by far In the Middle East.

it is easier for Israelis to commit to an idea after they have ripped it apart. I know that for many people; this is very hard to understand. It can be likened to learning to live someone by understanding all their shortcomings, thereby accepting them.

Allowing  Israelis to complain binds and pits them against one another, simultaneously. them among themselves,  making them easier to control. No one understands this better than the accused criminal Benyamin Netanyahu.

So now let’s look at the components of Israel health policy at the moment: ritual baths (corona infection pits) for the ladies open, a very partial curfew enforcement exists in religious and minority areas, we are all kept 100 meters near  home because some idiots went to the beach. We are forced to accept a totally inept health care management team consisting of a useless, sectarian, pathetic ultra-Orthodox hack as Minister of Health (who may eventually go to jail for assisting pedophiles  to escape justice) as well as his managing director, a third rate economist with no medical background.

Just let “em complain.

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4th letter from Tel Aviv-All about partial enforcement

Today is the first day that one cannot stray more than 330 feet, or 100 meters from your home.

Of course, let’s not quibble. Israel is known for its lack of enforcement; our society’s bark is much louder than its bite. So I was not surprised when I discovered on my daily walk that the enforcement of this law is, well let’s say, somewhat partial. More or like the way cops relate to the smell of grass in a Tel Aviv cafe.

In Israel, it is not infrequent to argue with the police about a traffic violation, ask for compassion from a parking meter maid, or knock on the window of your bank after it’s closed because of a delay due to a traffic jam; the only thing that Netanyahu neglected more than health was public transportation. Nothing is enforced to the letter of the law. 0.

Rules are not made to be broken; rather they are mean to be bent. Almost any rule can be bent. Just the other day, I got my monthly medications (not too many), and asked for 2 months supply. During the virus outbreak, this is not permitted. “No”, said the pharmacist. I know this pharmacist well. She is an Arab Israeli with a severe medical condition. I asked her in Arabic how she was feeling; I got an answer, and another month’s supply. This type of occurrence is very common.

Why is there so much lack of enforcement? I do not all the answers, but I can name a few. Life here is not easy: regional violence, extreme heat, bad traffic, piss-poor government and doing simple things is often difficult. So people give one another a break. (One example of the difficulty of doing simple things is a yearly road-readiness car test often done by a corrupt garage, which takes a good half day.)

Furthermore, only the veneer of our society is western, Israel is much more like China or Thailand-it is based on relationships. That includes showing other people that “we know that the system does not work, so I am helping you”. Everything, everything is done here via relationships. So doing a favour is garnering credit.

Finally, historically Jews have not ruled themselves until very recently, With Netanyahu’s performance, it is fair to ask if this is still not the case. At any rate, “the system” belongs to someone else, as it were. So it can be toyed with.

And finally, there is our culture of constant bargaining. Can 100 meters become 150? No? Ok-140, in 3 payments.


PS This having been said, Israel does enforce tax collection very, very well,

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The value of low expectations from leadership-a third letter from Tel Aviv

Last night to my horror, in an ineffective attempt to clean my smartphone, the screen protector peeled off.  So early this morning, I trotted off with George to a nearby store to buy a new one, armed with gloves and a face mask. The streets were full with people walking their dogs, or dogs walking their people. It’s hard to know these days. A dog is great protection for the city hall and police “Public Health Enforcement Units“.

When I got my phone back, I spent half an hour trying to think how to disinfect it. In the end, I thought, fuck it, it is what it is. How the hell can I spend even more time trying to control something I cannot? This is a very Israeli attitude.

So I thought, what else characterizes an Israeli reaction to the present panic. A good subject for my third letter from Tel Aviv.

Last night, our totally inept and incompetent health minister, Yaakov Litsman, who is accused of trying to prevent the extradition of suspected pedophile  Malka Leifer, said that he does not support the positions put forth by the Health Ministry, which he heads.

To make things worse, the Deputy Managing Director of the Health Ministry, a distinguished professor of public medicine, and his boss, a third rate economist and hack, the Managing Director of the Ministry of Health, disagreed about how many corona cases there actually are. The gaps between assessments were amazing.

The Minister of Health has also campaigned for allowing religious life to go on, albeit that many people have been infected in houses of worship. He also has stated that he hopes the Messiah will solve this problem before Passover, which falls in a few weeks.

Secular educated Israelis have learnt not to expect very much from leadership. What is happening in the Ministry of Health is natural-: ” what do you expect from a government hack and health minister from an ultra-Orthodox party?”

More traditional (right wing and religious) Israelis expect government to `fight hard`, whatever that means. And if they lose the fight, it doesn`t matter because the left probably undermined them. So we have someone to blame.

Whether this is bad or not is not so clear to me. The expectations from leadership to solve this problem appear to me to be absurd. These are the very same leaders who got us into this mess by under-spending on health. How can they ever extract us from this awful mess?

Furthermore, if we expect too much from leadership, we shirk our own ownership of the problem. And in Israel, everyone is often his or her own general, the healthy skepticism towards leadership transfers responsibility to the families and individuals.

And when the politicians speak nonsense, no one really gets all that upset like the Americans do.

Of course, a blend between appropriate expectations from leadership and total skepticism towards leadership is a contradiction that must be constantly  balanced, but I prefer a society in which people do not expect too much of the guys in charge, who cannot do anything expect try to catch up on decades of poor assumptions about health care.

And by the way, the leaders care mainly about themselves. It is always `what`s in it for me`.  For these leaders the day-after corona  is the real nightmare-not The Plague that we plebs are experiencing. 










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Another letter from Tel Aviv

Before I fall asleep at night, thoughts pass through my mind until “sleep knits up the ravelled sleeve of care/”. In the past few years, these thoughts have focused on Montreal winters, summer jobs I had, lost love, my Dad, and the roller-coaster of my life, for indeed, my life has been far from routine.

Ever since the virus has erupted, different and less personal thoughts find their way into my rambling thoughts before I slip away for the night.

For example, what was it like listening to propaganda in a fascist or communist state? Being exposed to Goebbels’ vile rubbish or reading Streicher’s shitty, shameless, vile rag? Or getting the news from Pravda? Or gulping up then-Peking’s Ren Min Ri Bao? How long did/does it take to inculcate nonsense, hatred, or stupidity into someone’s head?

Another example, if liberty and freedom are such key values why is it so easy to shut people up in their homes? Why are those guilty of under spending on health care the same people locking us up at home and shoving fear down our throat? How did we cave in so easily?

I have no answers to these questions. However I do hope things will change. Unlike Bernie Sanders who after a heart attack wants to be president, I want to spend my remaining years doing the things I love-but I do hope change will come from those, younger than me, who will not succumb to tyranny on steroids, powered by smartphones.

During the day, other thoughts occupy my mind after I have walked George, exercised, read, blogged and spoken to friends, After all, it’s only 11 AM. What has happened to the voice of expertise, which is totally overwhelmed by social media? Where is the voice of dissent which could be saying, “there is a very nasty virus going around, keep your distance and wash your hands”, allowing life to continue? Is death so taboo that we need lock everyone up? Where the fuck is common sense? Maybe I am the crazy one? “Allonchik, you always look at everything differently; that’s why you married me”, claimed my late wife Hadassah.

Yes, she called me Allonchik-a diminutive of Allon, although I am anything but small.

There will be time. There will be time.  There will be time. Time when I will not agree to be locked up in a cage by people who are “caring for my wellbeing” by denying me my basic freedom. But in the meantime, I stay indoors.

I feel like Hans Falada-a stranger in my own land.




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Managing priorities in a crisis is not a tea party-it is more like a heavyweight boxing match with a bear. You will get hit. Fall down 6 times, get up 7.


There is thick underworld of brush which prevents organizations from actually focusing on their priorities in everyday life.

As a matter of fact, I’ve got a little list of what  the underbrush looks and feels like.

Just to name a few-hidden agendas of various senior managers all trying to maximize their influence; semi competent people who are “just good enough” to do a mediocre job; historic compromises in staffing due to legacy contributions; rituals which take up too much time; time spent babysitting between departments whose troops battle with one another; time wasted on failing projects which are being given another chance.

When facing a huge crisis, managing priorities becomes a matter of life and death, To make matters worse, almost all priorities change overnight. Cash-flow and credit become a major issue, supply chains become disrupted, reduction of force becomes an immediate necessity and after a short time, the crisis dictates basic survival jungle warfare, even for the fittest of companies.

In a crisis mode, it may appear that everything becomes urgent and there is no time to deal with the burning issues on the table. However, I have witnessed highly successful managers deal with crisis effectively;  I want to share a bit of my experience, limiting myself to 5 key takeaways for managers at all levels.

  1. Define the most urgent and important issues that only you yourself can handle.
  2. When you find yourself doing something else, act swiftly to ensure that you focus only on items in #1. This may mean that you have to make staffing changes, outsource or take more risks
  3. If need be, replace your senior management team with a war cabinet, consisting of the key players needed to cope with the issues which necessitate  interdepartmental action. Often the war cabinet consists of your senior management team plus a few experts and minus the low performers.
  4. Let some balls fall. Managing in a crisis is akin to juggling with far too many balls in the air. Some will fall and break. When they fall, they fall. Focus on  those balls still in the air.
  5. Managing priorities in a crisis is not a tea party-it is more like a heavyweight boxing match with a bear. You will get hit. Fall down 6 times, get up 7.  

And again, thanks to Dr  Eva Rimbau for pressing me to elaborate on a previous post.





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Why do some some people surprise us and either shine/fail in a crisis?

Let’s take a look at Anna who works as a cashier is large hardware store in Raanana* Israel. Until the corona crisis broke out, Anna was just one of the gang. She came on time, brought a sandwich from home, ate lunch with her shift buddies, slowed down to punish problematic customers, and gave somewhat more personalized service to the nicer people.

Anna’s academic achievements were always poor; she married the wrong guy and now she regrets it. She reads the newspaper and has her nails done once a month. She has one son and two dogs. Plain Anna.  But now, she shines. Anna is fearless. All her life, she has never known fear.

Ever since corona broke out, Anna works very hard, projects a super positive attitude and serves as an inspiration for her coworkers. Why? Because her fearlessness has given her a clear advantage.  Until now, it  has never counted for much; in the crisis, she shines with a charming resilience.

Anna shows up every day, has a super positive attitude, helps people bag their goods, and carries on friendly conversation with the customers. At lunch she calms down her anxiety-ridden colleagues. Anna has become a leader.

Let’s now look at Alex. Alex is the deputy manager of the hardware store where Anna works. Alex is orderly, highly disciplined, emotionally withdrawn, reserved yet very fair. A bit too fair for the relationship-driven culture of Israeli society.

If someone has a nickname, Alex never uses it. Roberto is Roberto not Bobby; Svetlana remains Svetlana and not Svet;  Anna remains Anna and not Anya.

Until the crisis broke out, the staff obeyed Alex, mildly disliked him and his humourlessness but did what  they were told  because he controlled the “extra hours” budget, with extra hours bagging a 180% premium.

In the crisis, there are no extra hours. As a matter of fact, no one (except Anna) wants to work. Alex’s cold disposition has crippled his ability to control staff. Just yesterday, Alex told Svetlana to take her earphone out, and Svetlana told Alex, in Russian, to carry out a certain sexual activity with his mother. All the cashiers laughed, and started putting in their earphones as well.

In the past, Alex would have fired Svetlana on the spot. Now, finding a cashier is like finding an honest politician;  Alex’s leadership is ruined.

When the context of work changes, the skills which are valued change-and so some people shine and others fall flat on their face.

And thanks to Dr Eva Rimbau for giving me the idea for this post.


*Raanana was founded by my grandfathers’ brother and sister-Uncle Jack  and Auntie Ida with the beginning of the British mandate which took over Ottoman-controlled Palestine.



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Is it possible to offer leaders any meaningful support in this crisis?

The organization development practitioner is not tooled to support managers in a crisis of the present dimensions. As it is, the standard OD practitioner over-relies on outdated values, pre-packaged tool kits and one-size-fits-all products. The present crisis is way  over the head of our profession as it has been degenerated in the past two decades.

Furthermore, the severe cash flow problem of clients will put most OD practitioners out of work almost immediately. The externals will go first, quickly followed by the internals. So a few of us may have something to say, but no one will have money to pay.

And this is a war, not an organizational crisis. The enemy is invisible, but there is as a war going on. Even In civilian organizations, OD is, at best, a luxury.

But OD in the military is not a luxury, because the army is geared for severe crisis. I was lucky enough to serve as an OD consultant in the military, both in peace and in 2 wars. Thus, I do have a few tidbits of advice which I have put together. Here are a few ideas that managers might want to consider.

  1. There is no time to waste.  Control priorities by strong focus and massive de-focus. 
  2. Over-communicate your key messages. Tell them what you are going to tell them, tell them, tell them what you told them.
  3. Be aware that some very average people can shine in a crisis. Furthermore, some top performers crack under pressure.
  4. Promise nothing, because you just don’t know. Your credibility is your most important asset.
  5. Be fair, because when this crisis ends, and it will, being fair is what you will be most remembered for.
  6. Encourage short cuts however, don’t throw the rule book down the toilet because an organization can easily spin into chaos. Manage the balance between fast and orderly, re-calibrating the balance constantly..
  7. The more pressure there is, the more important it is to remain calm when addressing others. If you cannot do so, I have no advise for you.
  8. Sideline incompetent people around you as soon as possible, if at all possible.
  9. When in doubt, encourage fierce opposition to the ideas you propose, and once you have made a decision, enforce with heavy hand if necessary,
  10. Never forget the day after. As I mentioned before, when the crisis ends, you will only be as strong as your honesty, integrity and sense of calm that you have projected in these most difficult of days.





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A letter from Tel Aviv

Dear readers,

The streets are empty; there is a run-on-food and its derivative, toilet paper, and the present battle against an invisible enemy has struck more fear into peoples’ hearts than the very many missiles which have been lobbed at us from Gaza.

During the many attacks on Israel, the major worry of most Israelis has been “where do I find parking”, even though a warhead may be flying at you. But corona has succeeded in instilling fear where Hamas and Hezbollah failed.

How has this impacted me? Well I am seventy years old, and fit as a fiddle except for back pain which I have had all my life. According to the TV medical experts of which there are many, I am in a threatened target group, not only because of my age, but because I had asthma in the past. Of course, fat people, smokers, alcoholics, drug addicts, workaholics appear to be better off than a fit 70 year old-which says a lot about all the expertise that floats to the service during a crisis.

It’s my experience that the number of experts stands in reverse relation to their ability to solve the problem. The more experts, the fewer solutions. Israel has more Middle East experts than a cow has flies near its butt. Back ache specialists are a dime a dozen-and the conflict is a hundred years old and my back still hurts.

My guess is that mass media’s peddling all this fear will backfire. At one point, people are going to say if everything is so dangerous, I might as well have a good time, get drunk, have sex and a good meal before I am struck down. But of course, media has become a source of entertainment, and this is a great story. I am sure that clap or genital warts have infected more people than corona in the last few months, certainly in Tel Aviv. But that’s not the story de jour.

And if you ask me, the government is peddling fear because as long as the public fears, the anger won’t be turned on the government, which has paid for many ridiculous things over the last decade except for health care. We have promoted Jewish education in the diaspora, financed many religious causes, built illegal settlement, purchased a plane for Netanyahu, developed warheads that can kill a mosquito on a terrorists’ bum in downtown Tehran, but our health care lack sufficient bandwidth. So of course the politicians want the public to fear. It’s working till now, because the Israelis know how to complain, but have yet to turn their complaints into action.

The only thing that really worries me more than choking to death is the breakdown of social order. It’s a matter of weeks until mass poverty takes the spotlight; most people need two salaries to survive. Older people need their savings which are being ravaged. Soon, there will be no economic life left at all. So instead of people dying of corona, they may die in civilian strife. A lot of the solidarity I read about on social media is a lot of hokum. In the end, it will take massive force to maintain law and order when there is no money left. That’s my worry-the breakdown of social order, not coughing and a fever.

So my dear readers, no OD today, just the ramblings of yours truly on yet another day of gruesome isolation.

Be well.



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On “Assuming Ownership” and Culture Basic Assumptions

Business Unit Manager Paul Thibadeau has just come out of a meeting during which CEO Stan let off some steam. “There have been far too many examples of not assuming ownership of customer problems, and as a result, all the turds get piled up on my desk. People take problems that comes their way, and by default, transfer the issue to someone else. Get this ownership issue straightened out. I am not your fucking babysitter!”

Clearly, Paul felt a certain degree of urgency after Stan has expressed his concerns in such a cogent form.

Paul’s business unit sells “value adding extra services” to the company’s major products, medical devices. Paul ‘s unit sells to 1200 clients in all continents.

Paul knows all too well that ownership is being shirked even in his business unit. However, his staff does not have a clue that anything is amiss. Here is what Paul’s direct reports think-

Baharat in Mumbai believes that Paul, being business unit manager, must clarify who owns what, and then his own job will be to carry out Paul’s directives loyally.

Sivan in Tel Aviv believes that she herself owns all problems that come her way, but also expects her own team members to own all issues, even if it means confronting someone in another department who is not doing their job correctly.

Aimi in Japan believes that doing what the customer wants is synonymous with ownership of problems.

Som from Thailand believes that the lack of ownership belongs to HQ for releasing immature products, and she will never express this opinion.

Stephanie from Taipei thinks that Paul Thibadeau should protect her from such pressure and deal with corporate politics on his own, without dragging her into the fray.

Marvin in Australia believes that anyone who assumes ownership gets shafted, and until the company changes its culture things are not going to change.

And US based Nick thinks that planning is chaotic and if “we planned better we would have less ownership issues”.

Paul set up a 20 minute call to “get the ownership issue nailed down”. During the call, Paul repeated Stan’s message. Everyone on the call expressed their willingness to improve, except Marvin and Aimi who fell asleep since it was the middle of the night local time. And true, Sivan did argue with Paul all through the call, but assumed that she would be the first to comply, albeit in a sloppy fashion.

Remember Aesop’s Fables? There is always a moral to the story. In this case, the moral of the story is that “assuming ownership” means different things in different cultures. It may mean obedience, assuming the position of an advocate, following the rules, or doing whatever the customer wants. Thus, the assumption of ownership is so vague and means so many different things, that it is useless to talk about it unless operationalizing “ownership” behaviourally,  factoring in and adapting the relevant cultural assumptions.

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Savouring the memories of my sweet Sadie

“For Pete’s sake” was one of her favourite expressions. And occasionally, “for the love of Mike”. Not exactly the everyday expressions of a Jewish grandmother in 1950’s Montreal, where many of the grandmothers, if they existed at all, spoke Yiddish.

Sadie did not speak anything but English. And I called her Nana Sadie, because she said that it was not appropriate to use the Yiddish word for grandmother, “because we are Canadians”.

Sadie was born in Montreal; apparently her parents did not practice contraception all that often. Her sisters and brother who I remember included Edith and Ruthie who had married two brothers; Old Auntie Annie;  single Auntie Laurie, Uncle Henry from Toronto-and apparently several who had passed away before I knew of them. If I remember properly, there were 9 Weiners.

My father never ever had to remind me to call Sadie. I called her every single day, often several times a day. Regent 33304 was her phone number, which eventually became 733-3304.

Growing up, I loved to “spend the day” with my grandmother. I would take 3 buses (116, 17 and 65), arrive at her home at about 9.00 and stay till about 5 PM when Dad picked me up. We would have lunch at Miss Snowden where I would always order grilled liver and mashed potatoes-followed by vanilla ice cream. After lunch, my grandmother would buy “the American newspaper” (The Mirror), after which we would take the one hour Observation Tram, which started and ended at Queen Mary Road and Decarie. It did not matter how cold it was, or how she felt, if I wanted to take the observation tram, so we did.

Returning to her home, Nana would read the Mirror and have tea. Nana Sadie would watch her 2 favourite series, As the World Turns and At the Edge of Night. I would build towers from two decks of cards. At about 4 PM, we would play a game where she “shoots me” with a play gun and I fall dead within “less than 5 seconds” . We would play this game tens of times, until she asked me “aren’t you tired of dying?”

Sometimes, when I was lucky, Nana would do an imitation of Ethel Merman singing “Dearie”. And if I was extra lucky, she would sing an Al Jolson song, imitating him almost perfectly.

On Friday nights, we always ate at my grandmothers. My grandmother and grandfather were (very) poor, but food was never lacking-including many bottles of Coca Cola, several of which my Auntie Laurie used to “down”  during the meal. (My Dad used to called my Auntie Laurie “Mima”, and I never knew why. It turns out that Mima is Yiddish for Aunt. That was probably the only Yiddish word my Dad knew).

Sadie, having given birth to my Dad, could not give birth again. Sadie had plenty of health issue-horrible arthritis in her hands, poor kidneys, and high blood pressure. Her “medicine chest” looked like a fully stacked pharmacy. I used to ask her if she “remembered to take her pills” and she reminded me that she was “old enough to remember, but thanks for worrying about me”.

Sadie suffered quietly, a trait I did not inherit from her. All during World War Two, she worried about her son, who was a pilot in the RCAF. She suffered her own ill health, as well as the long prolonged cancer of her husband.  And she certainly saw that her only son had a very, very poor marriage. She never complained. She was always warm, and positive, and loving and kind, with a heart  bigger than her minute 5 foot stature.

As my Bar Mitzvah approached, she was very ill, in and out of the Royal Vic, under the supervision of the late Dr Alan Kendall. I wanted to dance with her at my Bar Mitzvah, but those were sad years for me, and I do not remember if I did. I do remember however, that I got a Tape Recorder from Nana Sadie as a gift- a state of the art Phillips. It was the best gift I have ever received, until this day. How egoistic of me that I remember the gift and not whether of not I danced with her.

After I turned 13, the end was close.

Month after month Nana Sadie  lay in Royal Vic, one dialysis after another. One visit she would be fine, the next visit quiet, the next visit  swollen and asleep. Then another dialysis, again and again and again. It was a nightmare, an emotional roller coaster.

One day Dr Kendall said, “this is is the last time”. Yet Sadie held onto life for the longest time, no one really understanding how she was “holding on”. I was not allowed to visit her during the three weeks after her last dialysis. Or was it four?

Pat came into my room and announced curtly that “your grandmother died”. Then she walked out.

The day Sadie was buried, it was very very cold. The burial was delayed for two hours because of the snow and ice. As we all stood by the grave, a viscous  Montreal wind whipped into us. The storm was so strong  that we could hardly see.

My late wife Hadassa  had a personality very much like my grandmother, kind, warm and loving. My daughter Sarai is named after her.

The picture which I am sharing with my readers sits above my desk.

I have never loved anyone more than Nana Sadie; and no one ever loved me as much as she did. Rest in peace Nana Sadie. I am an old man now, but not a day has passed without me thinking of you.








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