Every system fails. And that's the thing you also want to understand. It's like the minute you marry yourself to a system, you have just capped your capabilities. Good morning. Happy Monday. I have no coffee in hand and it is perfect. Okay. huge gigantic week coming up. So it is birthday week. We got a big show on Thursday, big party. I got people coming in from all over the place from out of town. We got a big crowd staying here at Casa de Hartman. So I'm really looking forward to that but we will continue with our process and we will have today's Q&A and today's Q&A is with Vic and Vic is actually going to be an attendee to the Intensive 12 and so I also talked to Vic a little bit on IFAS University and we've talked to him before a little bit but Vic came back with a really cool question. a little bit different than what we typically talk about, but it's more towards the mentorship side of things and I think you'll find it valuable because we covered when to even seek out assistance or a mentor. Let me see, we got a couple notes here. Negative influences of belief systems. systems are potentially useful, but all systems will eventually fail. So you gotta keep that in mind. How to formulate a question using analogy to learn new information, the limitations of explicit information versus the tacit knowledge. That's a huge one because I think people think that just because they can regurgitate information, they actually know something and they're providing value when actually there is zero value when everybody has access to the same information. So, I hope you will find this useful. If you are interested in participating in a 15-minute consultation, please go to askbillharmonedgmail.com, askbillharmonedgmail.com, put 15-minute consult in the subject line, and we will arrange that at our mutual convenience. Don't forget, all these videos are up on the YouTube channel, so go to the YouTube channel and subscribe. Please make use of that. Everybody have a terrific Monday, and we will see you tomorrow. We are recording and clock has started. Vic, what is your question?

So my question is kind of in the same vein as our last talk where we talked about the value of mentorship and when that might maximize and when to seek other avenues. And so thinking about that same process, my question was, when you're trying to learn something and we talked about the value of struggle, what's a system or a heuristic you use to say, okay, the time value is greater than what I'm putting in or maybe what I'm getting out of that learning process and maybe it's time to seek out help or seek expertise from somewhere else. Because I know I don't know if it was within the past year, I know you had posted something where you were asking someone for help regarding like some quantum physics or something like that. You saw it and so I was like, okay, what made you decide that process and what kind of goes into your thought process with that question of when to seek help outside health?

So when to seek help is actually kind of an easy one because at some point in time, you're not going to be able to answer the questions all by yourself. It's important though that you make the attempt first because in many cases and because of the prolific nature of information and the instantaneous access, a lot of these questions can be answered in some way, shape or form, because again, like I said, information is essentially free. Everything is available. What you run into though is because you may not have the vocabulary, so to speak, to understand everything that you might need some expertise in someone that can explain it to you in some language that you may be familiar with. And so that's when I see, so I have a, I have a, I have a friend that, that like he's got a background in astrophysics. So that's great. You know, I just like, Hey, I got a question. And he's like, Oh, and then he, he dumps it down for me. So we talk about like, when we talk about curve space time and things like that, he uses free throws as an example, which is like this brilliant analogy. It's important that you do establish your own understanding first so you have a comparison so you're not not flying in in blindly because we we tend to learn things by analogy and so if if I can acquire new information or a different understanding I I because of the effort that I put in beforehand I have that comparator and so now I can say okay so here's where I was here's the distance that we that we had to to cover. This is the actual representation. Now I can see where it comes from or it just gets me further towards some way that I can understand something that might even be a little beyond my grasp. So the struggle, the struggle is important. Like I said, because number one, there's gotta be an emotional attachment to anything that you learn. Otherwise you won't retain it. It's sort of like when you were in school and they club you over the head with gross anatomy. and physiology and they say, okay, just spit this back out on the test. And you do pretty well. And then it's like you go out into the clinicals and then you have a CI that goes, oh, where's the tibialis posterior attached? And you're going to go, well, it's kind of in this area and it kind of does this because it just wasn't meaningful to you when you were first exposed to that. And it was basically like I said, just spit it on the test. Whereas now, through the discussions that we've had and the interactions on IFAST, you and all of the calls and things. And now you start to see, oh, when you do these things in context, it's a totally different representation. You make it more meaningful. And then the retention is just that much easier because now it's like there's an emotional attachment to it. It's like you have a reason for retaining that information. As far as deciding on when to move on, That's always an interesting question because I think that there's definitely two perspectives. So you've got the mentor and the mentee that both influence the relationship and there's points in time where the mentor has a pretty clear perspective that okay this it's time for you to you know leave the nest and move on and go seek something else like they understand it's like I have topped out I've given you everything that I can it's now up to you to evolve this and then there's also the mentees perspective that says I've had my fill And I want to do something else. And so I don't think there's one way ever to do this. And then I think that that's a discussion that you have too, because there's been a lot of bad representations in the history of mentor and mentee relationships where it eventually turns into butting heads at that point I think that that is pretty clear that it's probably time for somebody to move on because you never wanted to degenerate into that kind of a situation that there's no there's no reason for it because the the whole premise of that relationship in the in the in the first place was for both people to get better right and if it turns into a conflict like that that doesn't make sense to me Like the mentors should never be insulted when the mentee moves on. It's like, okay, that's entirely up to you. And then the mentee shouldn't be hurt when the mentor says, it's time for you to go. Because again, there's emotional investment on both sides. So I understand being human and the emotions involved in it. But there should also be the understanding that this is not a forever relationship. This is not a husband and a wife situation. right? When we reach a point where we feel like we're in the land of diminishing returns, then it's probably time for us to seek other information. Because the more filters you have, the better you're going to be. Because again, most people They get stuck in a system and the system fails. Every system fails. And that's the thing you also want to understand. It's like the minute you marry yourself to a system, you have just, you have just capped your, your capabilities and you don't want to do that. You don't ever grow in.

You make it more meaningful. And then the retention is just that much easier because now it's like there's an emotional attachment to it. It's like you have a reason for retaining that information. As far as deciding on when to move on, that's always an interesting question because I think that there's definitely two perspectives. So you've got the mentor and the mentee that both influence the relationship and there's points in time where the mentor has a pretty clear perspective that okay it's time for you to know leave the nest and move on and go seek something else like they understand it's like I have topped out I've given you everything that I can it's now up to you to evolve this and then there's also the mentees perspective that says I've had my fill and I want to do something else. And so I don't think there's one way ever to do this. And then I think that that's a discussion that you have too because there's been a lot of bad representations in the history of mentor and mentee relationships where it eventually turns into butting heads at that point I think that that is pretty clear that it's probably time for somebody to move on because you never wanted to degenerate into that kind of a situation that there's no there's no reason for it because the the whole premise of that relationship in the in the first place was for both people to get better right and if it turns into a conflict like that that doesn't make sense to me like the mentors should never be insulted when the mentee moves on. It's like okay that's entirely up to you. And then the mentee shouldn't be hurt when the mentor says it's time for you to go. Because again there's emotional investment on both sides. So I understand being human and the emotions involved in it. But there should also be the understanding that this is not a forever relationship. This is not a husband and a wife situation right? When we reach a point where we feel like we're in the land of diminishing returns then it's probably time for us to seek other information. Because the more filters you have the better you're going to be. Because again most people they get stuck in a system and the system fails. Every system fails. And that's the thing you also want to understand. It's like the minute you marry yourself to a system you have just capped your capabilities and you don't want to do that. You don't ever grow in.

Yeah that's kind of the crux of my question was that like when do you say for example with anatomy and that's kind of where this was born from where okay I'm trying to formulate a question and then try to answer that question so obviously you've done you've gone through this process and when were you trying to figure out okay keeps running each time that I try to answer this question I will learn more and more and more. And it seems like there's not really any point where I say okay let me pull back because maybe my foundation is not there yet to kind of build and say oh my question isn't specific enough that it's broad and I'm building that. And so when you were kind of coming up with your model and you were posing these questions to yourself and answering when did you say okay let me even if it's like a book or maybe I'm gonna go to Google and try to get or when do I for my example when do I ask Bill and say is this the right one or is this the iteration that we're looking for or do I just keep kind of chipping away and answering that question answering that question because there's value in that. So I'm trying to figure out you know spending like you know 45 minutes to an hour you know on what question is that and what when you ran into that what did you do did you just keep going or you said Google and then kind of make a cut from there and kind of go you're still in the same path but maybe different trajectory.

Well, let's go back to the beginning of this portion of the question: did you ask the right question? So number one, you accumulate information, you try to capture an understanding, and then you apply. This is one of the mistakes that people make is they think that the answer is strictly in the information. Because people say, where can I get a book on understanding more about compression expenses? Well, hey, first understand what it really means. Then you got to go to anatomy and you got to say, well, what are the constraints, et cetera. Then you got to either go into the gym or you go into the clinic or whatever your environment is, and you start to apply it because that's where the true question is going to be answered because that's real life. Now you have a situation where the things that cannot be expressed in a textbook or on a video or in a blog or whatever it is—that's the experiential element that is essential, especially for what we do when you're interacting with other humans because it's unpredictable, it's complex, and you don't know what the answers are going to be. What the experience then does is as you apply and you go, oh, that didn't work. And the information that I've accumulated says that it's a possibility, but now I know what the other possibilities are. This is what we call the tacit knowledge. So this is the stuff, if you've ever tried to explain something to someone that you feel like you've got a terrific grasp on it, but the words just don't make any sense when they come out of your mouth—that's the tacit. That's like, I have this understanding; I want to show you where I want to teach you. But the only way that you can do this is to actually execute it. You could talk about, you could explain what a back squat is to someone in great detail. And then they have to go try to execute it off of that. And it's a totally different world once you're under the bar, right? That's the things that you could not express. You couldn't say, here's what it feels like to have the bar on your back. Here's where your foot position is. And then as you descend, you're going to do this. You're going to do that. It's like, you can't tell anybody that. You have to experience that. But what the experience does—those are your safe-to-fail experiments. This is where you actually test your knowledge and test your understanding. And then you see what the possibilities are. And in many cases, this helps you formulate a better question. And now you can start the process all over. So it's just this continuous loop of question, test, outcome, based on this, what is the next step? So you're always, hopefully, always refining and evolving.

So it's just this continuous loop of question, test, outcome, based on this, what is the next step? So you're always, hopefully, refining and evolving. So I don't know if everybody knows this, but you're coming to the next intensive. And so I can assure you with great confidence that your intensive is going to be totally different than the previous one, because there's different people in the room and the model has evolved a great deal since the last one because it's always changing because everything is refined. Everybody thinks that there's one answer and it's like, no, we just keep getting better and we draw it through more filters and we have a better process. And we've had another, so I've had another year of teaching, talking, answering questions.

to get more data, get better questions, different questions, different perspectives. It helps me.

Every time, I could be asked the same question six different times. And because I'm talking to a different person, the answer is going to be a little different. And again, that helps me. It helps everything in regards to modeling what is arguably something that we'll never fully understand.

Yeah.

And again, that helps me. It helps everything in regards to modeling what is arguably something that we'll never fully understand.

Yeah. And that's why I've kind of taken the same approach on the IFASU page where I try to put information out there and just kind of see what discussion develops, because then you learn so much more. Absolutely.

Why do I answer questions with questions? To make people think, yeah. To make it hard. I can tell you stuff. I can tell you stuff that you just go, eh. But if I challenge you to look from another perspective or to, like I said, capture another piece of information, then it helps you, right? It's not about, again, just spitting out stuff on a piece of paper. Anybody can do that. Anybody can do that.

To make people think, yeah.

To make it hard. I can tell you stuff. I can tell you stuff that you just go, eh. But if I challenge you to look from another perspective or, like I said, capture another piece of information, then it helps you, right? It's not about, again, just spitting out stuff on a piece of paper. Anybody can do that.

Yeah, and I think that's the key to what you said that the perspective that brought it all together was the application of the scientific process instead of looking externally towards information in books or just applying that and using your own process to answer the question as opposed to saying that maybe there's a definitive answer in a book that I can get to answer my exact question, whereas that might not be the case. And that's what I feel like.

How can you have a definitive answer in a complex domain where multiple outcomes are possible? Right? So, and you've heard me talk about this before where I talk about the probabilities of success, right? It could be 82 in favor of you and 18 against and you land in the against because that was a possible. It could be a 0.05% chance that something's going to happen and it does. Right? Because it's still possible. And that's a bitter pill for people to swallow because in school, they gave you yes, no answers. It was very black and white. This is this. This is that. Right? Because it's uncomfortable to think that, oh, if your instructor was saying it from the classical, by the way, you're never really going to know what's going to happen until it does. And then all the stuff, ooh.

The multiple muscles, that's what I was like. But I've studied, and like you said, within the context of this, because of the emotional attachment and the desire to learn, I've studied or I've kind of retained a lot more of the anatomy than I ever did, kind of in PT school, because it was just that regurgitation here, memorize this and then apply it.

But you're applying it in context and that's what makes it meaningful. You're seeking it out this time instead of being told, here's what I want you to know.

Yeah, I'm answering a question with that.

I don't lecture. I talk, but I don't lecture because that's of little value. It's like standing in front of somebody saying, 'This is what you need to know,' while everybody sits there and thinks, 'Oh good, feed me, feed me.' And that's not fun or enjoyable. It's much better to have a discussion and get everyone else's perspective, because, as I said, it helps everybody under those circumstances. That's why you're going to get really, really uncomfortable in a very tiny room with a lot of people jammed into it.

Sounds like fun.

Yeah.

All right. Appreciate it. Have a great day. You too. Bye.

Right. So this is why we talk about spaces and not planes because those planes do not exist. Good morning. Happy Tuesday. I have no coffee in hand and it is perfect. The crazy week continues. Got extended family moving in as of today, so it's going to get busy around Casa de Hartman. Got a regular clinic schedule, so again, very, very busy. Let's dig into today's Q&A. I had a conversation with Jack. And Jack did a great job of asking questions in regard to some foundational elements that, especially the people that are first being exposed to my model, need to sort of grasp and understand. And so we talked about yielding and overcoming actions and how that influences behavior during walking. We talked about the shape of the skeleton, superficial compressive strategies, how that influences movement outcomes, force production in regards to relative movement and orientation. Let me see, I got a couple of notes here. Oh, how ER and IR are demonstrated in the split squat. Always interesting to talk about those because we have competitive strategies that we need to be able to identify in the gym. How context determines whether ER and IR are demonstrated. Some people tend to think it's like an either or thing and that comes from probably from a dead guy anatomy representation where everybody thinks that there's like this zero point that is straight up when the reality is that ER and IR are always superimposed, which one is demonstrated is going to be context dependent. So again, really good series of questions from Jack. So Jack, I appreciate you very much. If you would like to participate in a 15 minute consultation, please go to askbillhartman@gmail.com, askbillhartman@gmail.com, put '15-minute consultation' in the subject line, and we will arrange that at our mutual convenience. Don't forget that if you're looking for some foundational information in regards to my model, please go to my YouTube channel and subscribe there because there is a bunch of stuff that goes way back a couple years, in fact, and so you can actually see some of the evolution that has taken place in the model itself. Have an outstanding Tuesday. I will see you guys tomorrow. Recording and timer has started, Jack. What is your question?

All right. So I understand gate is just a series of alternating turns of the actual skeleton, correct? And you represent them with phases of propulsion, right? Correct. So just to clarify, so say you have right leg swinging forward. So the sacrum will begin to turn to the left, right?

Generally speaking, yes. I mean, yes, it's turning. Sure.

And you represent them with phases of propulsion, right? Correct. So just to clarify, so say you have right leg swinging forward. So the sacrum will begin to turn to the left, right?

It depends on where we are, but yes, that would be the general principle is that we're going to turn it that way. Yes.

It begins turning that way, right? Swing through.