#maybe ill get to that begin piece before the months over but its in queue

[joybeantown]

@solradguy FINISHED ONE SOLTOBER

I haven't used the calligraphy brush in a bit but i always liked how the lineart ends up so angular but wanted to draw sol with dizzys strive cut i thought it would be cute (hes not mad he just wants to look cool for dizzy) hope ya enjoy!also dragon install just chilling

[holyfuckthisfishcandrive]

Broken Glass Diamonds; Chapter Three

Word count: 2184

Warnings:

Summary: The year at the hotel continues.

AO3 Chapter One Two

Roman studied the large blackboard. On the plan of the week, they always wrote down not only the date but also how many weeks it had been since the beginning.

Now it read 46.

Forty-six weeks of physical training, first aid, lessons in controlling powers and finding ways out of all kinds of theoretical predicaments. Later the situations would be training simulations and then, maybe one day, they would be real.

They had started out with 200 people and true to what Thomas had announced at the very beginning it had been watered down to 75.

"Are you coming?" Patton's voice startled Roman out of his thoughts. "I already checked. We have free time till lunch."

They wore a dress and had a frog clip in their hair.

The elevator had gotten stuck just a few days ago and had been closed off completely since then so they had to take the stairs up from the basement.

Not-Julian, who still refused to tell Roman his real name, didn't look up from his laptop as they passed him and just gave them a quick wave. The kid looked sickly pale lately but Roman hadn't asked what was wrong. He had been busy and he was pretty sure that the kid wouldn't come to 'work' if he was actually ill.

"I heard there's a shopping mall somewhere around here," Roman mentioned as they stepped outside. "I don't have much money but we could just look around and stuff."

"Sounds great! I'd like to be around other people again," Patton beamed. "I mean - civilian people."

"Yeah, I get it," Roman smiled back at them. "Plus, I haven't seen the news or read a paper in forever. What even happened since we got here? Has the world been taken over by corn - wielding cows in astronaut helmets?"

Patton giggled at his theatrics.

"Why astronaut helmets?" they asked.

"I don't know. Maybe they're alien cows. They came from a galaxy far, far away to conquer Earth because someone send a TV signal out into the Universe and they saw all the alien invasion movies. So they thought it was a party. An invasion party," Roman shrugged.

Patton laughed. "And who send the signal?"

"Mhm. Good question," Roman stroked an imaginary goatee. "NASA? Nah, too obvious. Maybe it was Netflix and they somehow got someone's password?"

They went on like this, Patton asking questions and Roman building out the story of the corn - wielding alien cows in astronaut helmets. Which, by the time they got to the mall, apparently also had a burning hatred for Justin Bieber and an undying love for beagles.

The mall had big windows but a solid roof, much to Roman's relief.

They walked around aimlessly for a while, just looking around and trying on a few things here and there. It was the kind of stuff Roman's friends had tried to get him to do when he was younger but he had never had the time for. But now, as a legal adult, he found that it was actually kinda fun. Especially with Patton,  who switched the green 'they' wristband for the blue 'she' one at about ten o'clock.

"Hey, let's get some ice cream!" Patton suggested and pulled Roman towards the food court.

"I told you I don't really have money," Roman said but let her pull him along anyway. Mostly because he was pretty sure that he couldn't escape Patton's grasp unless she let him.

"I do. I can just pay for you!"

Roman went to protest but Patton didn't let him.

"It's not that much! I really have more than enough to invite my best friend out for ice cream!" she smiled at him over her shoulder and Roman knew that he had lost.

"You can be so stubborn sometimes," he muttered with no real malice behind it, shaking his head and Patton laughed again.

There was no queue by the ice cream parlour since it was still before noon and most people were either still at work or getting actual meals for lunch.

There were a lot more flavours than Roman remembered from when he had been younger. He did his best to ignore both chocolate and banana even if they were the only ones he actually knew.

"What can I get you?" the man behind the counter asked in the most deadpan voice Roman had ever heard. His nametag read Chad.

"Er, I'll take a scoop of cookies with rainbow sprinkles... and what do you want?" Patton played with her wristband.

"The same," Roman blurted out. If Patton ordered it, it couldn't be bad.

"That'll be 3.60$," the cashier said, still without any inflexion and put the first ice onto the counter.

"Hey, we have the same glasses!" Patton noticed excitedly as she pulled out her money.

The cashier looked up at her and raised an eyebrow. "Yes?"

Roman could tell that the guy was getting feed up with them so he quickly took both ice creams and gently pushed Patton away, only stopping to tell the man to have a nice day. He didn't respond.

The ice was good. Roman closed his eyes and could perfectly picture the small kitchen back at home where he and Remus would steal some of the dough on the rare occasions that Mamá baked. It tasted just like that raw dough and even had some chocolate pieces inside.

"Let's head back," Roman suggested. "So we're not late for lunch."

Patton stopped abruptly.

"Wait! I forgot something!" she handed Roman her cone. "I'll be right back!"

With that, she vanished into the crowd.

Roman stared after her for a moment. She hadn't had a bag with her that she could have left anywhere as far as he could remember and he had no idea what she could have possibly forgotten. Had she wanted to buy anything that she just hadn't mentioned?

With nothing better to do Roman licked off some of his sprinkles and chewed on them.

A few minutes later Patton appeared again with a small paper bag under her arm.

"Sorry I made you wait," she smiled apologetically and took her own cone back.

"It's fine," Roman shrugged. The question of what was in the bag burned on his tongue but he didn't ask.

Patton took ahold of his now free hand and together they walked towards the exit they had come in from.

The walk back was mostly silent and Roman finished up his cone just as they arrived outside the hotel. Patton had eaten a bit faster than him.

Someone had apparently oiled the door while they had been gone because it opened easily and quietly. Roman wondered if they had repaired more than that but the one neon light was still broken so he guessed that they hadn't. Baby steps.

Not-Julian didn't look up as they came in. He looked even paler now. Maybe he was sick and just too stubborn to stay at home. It sounded like something Roman would do and - if he was honest - had done multiple times. Except that he had done it because he couldn't afford days off. He was pretty sure that Not-Julian didn't have the same problem.

The next time they got a day off was on Christmas.

They were allowed to go home over the holidays or stay at the hotel if they didn't want that. Naturally Roman chose to go home.

He had enough money for two tickets with him, one to get home and one to get back to the hotel, and Patton had insisted to loan him some to get his Mamá a small present. They had also given him one, with the strict instructions to not open it before Christmas morning.

Roman took the first possible train. It was foggy and smelled like snow. While waiting at the platform he made a small ball fire between his hands to keep himself warm. It had become so much easier to control his flames over the past months.

He wondered if Remus would be there. Most likely he would. Would come back from somewhere and for just a few days they would all be together again and would catch up with each other about everything that had happened while they had been apart.

They train came, Roman got on and just a few minutes later fell asleep.

He woke up just barely before his stop but at least he was awake now. Well, more or less.

The walk from the train station to the apartment building they lived in wasn't very long but as soon as he turned the first corner Roman was made aware of how long he had been gone.

The place where the rundown cinema was supposed to be was empty. Something new was being built in its place but the constructions had barely started with the fundaments.

Roman hadn't know that the cinema would close, let also be torn down. A poster by the sidewalk showed an apartment building with prices. One of the flats that hadn't even been built yet was already sold.

With a heavy feeling in his, stomach Roman continued on.

There were new graffitis on the walls. A new store, selling cigarettes, alcohol and lottery tickets. Too many new things.

The apartment building was the same.

Roman slid his key into the lock and turned it and the door sprung open. The elevator was still full of the same writings and scribbles. The tenth floor, where Roman got out looked as grey as ever.

He pocketed his key and knocked. They had a doorbell but the sound of it gave Mamá headaches.

He heard shuffling and then the door opened.

Mamá wore her old apron, her hair was up in her usual bun and held back by a blue headband with polka dots on it.

"Hola, Mamá," Roman smiled and opened his arms.

"Estás en casa," she enveloped him in a tight hug.

In the kitchen, a timer beeped loudly and demanding and Mamá ushered him inside.

"Your brother will be here in just a few hours," she informed him in Spanish and went to put on her baking gloves. But Roman beat her to it and pulled out the tray barehanded. Another thing he had discovered through the program; he wasn't immune to only his own flames.

For the next hours Roman told Mamá everything while they made dinner.

He told her about the hotel, Patton and how they had become friends, Thomas and the other instructors, Not-Julian and his weird family and everything he had learned.

Mamá listened, asking questions from time to time and smiling at him almost the entire time.

It was already getting dark when Remus came.

He had grown a moustache and a patch of his hair was grey. He grinned at Roman and one of his teeth was missing.

But he didn't talk about where he'd been.

He stuck a toothpick into his gap to find a way that it would stay there but he didn't tell them how he had gotten it.

He joked that now he and Roman finally didn't look the same anymore but didn't give a real answer when Mamá asked why he had dyed his hair, other than claiming that he hadn't.

So Roman continued to carry the conversation during dinner and after until they wished each other goodnight and went to bed.

Christmas itself was almost normal. They exchanged gifts, ate cookies they had baked yesterday and lit candles.

Still, something felt off.

Roman couldn't figure out what was wrong until he stood on the train station again and hugged Mamá goodbye.

The promise of departure.

The fact that no matter what happened they'd have to leave again.

Not-Julian sat on his counter when Roman arrived late in the evening. There was a plate of sweets next to him and a lonely string of Christmas lights had been hung up over the key wall. It looked sad in the otherwise grey environment.

"How were your holidays?" Roman asked, trying to strike up a conversation.

"Alright, I guess," the teen shrugged. Roman noticed that his voice had gotten a lot deeper. "Babushka couldn't make it because she was the main suspect for the murder of her fourth husband, so that was kinda disappointing. But otherwise, it was okay. Uncail Ronan introduced us to his new partners and they are pretty cool."

Roman stared at him for a moment, trying to figure out whether he was supposed to ask or not.

"How was yours?" Not-Julian asked before he could decide.

"It was nice. I got to see Ma and my brother again," Roman shrugged.

"That's nice," Not-Julian said in a way that Roman couldn't tell whether he meant it or not. "By the way, your friend is here too. Same room as before."

"Really? Thanks," Roman smiled and swiped a chocolate bar in passing. The elevator was still out of commission so he jogged up the stairs and dropped off his bag in his room before going back to visit Patton. He had missed them.

---

So, I'm not completely sure yet, but this might be the last chapter of Broken Glass Diamonds. I might write one more but likely not.

I am not done with the story tho (by far). But since it'd probably get boring to only have Roman's view for the entirety of this story I want you to please comment or send in asks about who's PoV you want to see. Whether to see the story continued from their view (for that only Roman and Patton would currently be options) or to get some more information about them (basically everyone mentioned so far except for the people that die in the first chapter and Remus). Depending on the person some parts might be a bit shorter tho.

Have a nice day!

[brianobrienny]

4 Steps To Scale Your Agile Marketing

Getting Agile to scale is tricky in any context, and Agile marketing is no different.

Complex scaling models designed to help dozens of development teams deliver massive software updates over a period of many months feel like overkill, yet enterprise marketers need something more than basic frameworks like Kanban or Scrum to tackle their multi-team initiatives.

We’ve seen this struggle manifest in client after client over the years, so AgileSherpas has developed an Agile framework designed to help marketers implement Agile ways of working across multiple teams.

We call it Rimarketing, after the Japanese phrase Shu Ha Ri (if you’re curious about the origins of this name, jump here for an explanation).

If you just want to see how it works — and how it can help you improve collaboration, reduce handoffs, and decrease the time you spend waiting for feedback — read on.

(For even more on how this works, check out my latest book Mastering Marketing Agility, which will tell you all ever wanted to know about this framework.)

4 Steps to Scaled Agile Marketing

First, we need to point out that scaling agility to multiple teams is never the very first thing you do. As you can see in this diagram, there’s quite a bit of up front work we can’t neglect.

There are essentially four steps to building up your agile marketing scaling capabilities:

Build an Agile Mindset: You need a firm foundation on which to build your new organization, so this step is crucial. Everyone in marketing needs to understand Agile as a concept so they can support the group’s transition. Ideally this step also includes grounding in other concepts that compliment Agile, such as Design Thinking and Theory of Constraints.

Test and Evolve Practices: Only once you understand the mindset, can you begin to apply it by establishing actual practices, like backlog refinement and daily standup. Knowing the “why” behind meetings and roles allows you to pick and choose wisely and avoids costly mistakes.

Draft a Scaling Plan: Whether you’re working with a group of 20 or 2,000, you need a roadmap to guide your scaling effort. The Rimarketing framework is designed to be modular, so you can drop in new groups steadily over time. This tends to be less risky and more effective than transitioning hundreds of people simultaneously.

Scale Intelligently: Begin to implement your plan, following the Agile principles of inspect and adapt. Monitor your agreed-upon metrics to adjust the plan as you learn more about how Agile really works inside your marketing organization.

Designing Agile Marketing Teams

The next issue that needs addressing is how we set up teams as we scale.

For the love of all that is good and decent, do NOT try to structure Agile marketing teams around short-term projects.

While you CAN maintain functional silos, be prepared to hit a ceiling of improvements within 8-12 months. After that you’re going to need to consider real cross-functional, customer-centric teams to see more benefits.

However, you choose to start, keep your teams small. Three to nine members is a good range, with 4-5 being the sweet spot. These numbers typically don’t include the person responsible for effectively leading the team, aka the Team Lead (clever name, right?).

Who Leads Agile Marketing Teams

The team lead can have almost any traditional marketing title, but they typically come from the senior managerial level or above.

They need at least a moderate level of seniority to effectively navigate organizational politics, and in some corporate cultures to even be allowed in a room with senior leadership. Rimarketing relies heavily on the team lead, so let’s see exactly what this person is responsible for:

Being a stable point of contact: Whenever someone outside the execution team needs something from one of its members, they approach the team lead, who incorporates the request into the team’s existing priorities and commitments, eliminating hallway conversations or surreptitious requests that can result in context switching for individual contributors and derail the execution team’s planned, strategic efforts.

Managing temporary SMEs and shared resources: In even the most well-designed systems, there will be outliers who don’t fall precisely into the execution team structure. In marketing groups these tend to be subject-matter experts (SMEs) who have a skill set that’s crucial to an execution team’s success but isn’t always necessary. The team lead is responsible for making sure that the right SMEs are available at the right time to support their execution team.

Supporting distributed team members: Another inevitable fact of life for the modern knowledge-worker is that some (or maybe even all) of a team won’t work in the same building. When you have a mixed team (some colocated and others distributed), it falls to the team lead to ensure that the environment supports both.

Fact-­finding­ and ­requirements­ gathering: An execution team works from a prioritized queue of work. As items make their way to the top, the team lead proactively collects information the team needs in order to start on them. This may mean taking meetings with stakeholders, gathering requirements, or some combination of the two. The most important thing is that execution team members focus their efforts on doing work; the team lead focuses on enabling that execution.

Interfacing with agencies: Agency involvement can vary widely depending on the capabilities of a particular execution team, but the team lead should typically act as the liaison between the execution team and the agency. I say “typically” because in some instances an internal SME is better equipped to work with an agency. In those cases the team lead may pass this particular duty off to an individual contributor.

Doing the Right Work at the Right Time

Missing from the above list is the team lead’s most important responsibility: ensuring that the team does the right work at the right time. This topic gets its very own section because of the impact, for good or ill, the team lead can have in this arena. The activity that produces the magical right work–right time alignment is prioritizing the team queue, or to-do list. This conveys which pieces of upcoming work are most important (they’re at the top), and which aren’t (they’re at the bottom).

The items at the top of the team queue are crucial to achieving its core goals, and they align with the direction in which marketing as a unit is trying to move. Less important or less time-sensitive work falls to the bottom of the queue, freeing up the team from worrying about when those tasks might become relevant.

As they prioritize tasks, team leads need to make sure the team has all the information necessary to tackle the most important work. Often this means having meetings with stakeholders, collecting re- quirements, reviewing past projects for performance data that might affect the plans, coordinating inter team dependencies, and more. As you can imagine, these activities easily fill a workweek, especially when we factor in the team lead’s necessary participation in the strategy group. This heavy workload means that a team lead should not also be asked to perform tasks within the execution team.

Because of this distinction, you may find that existing project managers do well as team leads. Assigning them this role can work, depending on the maturity and performance level of the team they’re working with. Project managers typically have the organized approach and the internal connections needed to collect requirements and liaise with stakeholders, but they may lack the strategic perspective necessary to prioritize the queue, as well as the people-wrangling skills required to effectively oversee a fledg- ling self-organizing execution team.

Marketing director types tend to perform best in this role, although their project-oversight and requirements-gathering skills may be slightly rusty. If you have to choose between project management skills and strategic capabilities in your team lead, favor the latter.

Nail it Before You Scale It

Agile marketing is a long-term project, and you probably won’t ever be really “done” evolving it. But before you embark on a serious scaling effort, make sure you have at least a few fairly high functioning Agile marketing teams in place.

Small problems in teams will be compounded at scale, so make sure you’ve allowed time for these issues to surface and be resolved.

This is why pilots are so crucial; they allow smaller groups within a marketing organization to test the waters and identify the unique roadblocks for using Agile in your company.

The lessons from pilot teams should be used to create a reference model for future teams. Reference models aren’t precise blueprints (each team will have their own special spin on Agile), but rather a set of good practices that new teams can follow to set themselves up for success.

Setting Up Agile Marketing at Scale

Now that we’ve covered the basics, let’s explore what scaling really looks like for Agile marketers.

Here’s a generic diagram of a Rimarketing organization:

It has three main components, with a fourth added in the case of large, diverse marketing organizations:

Execution Teams

Strategy Groups

Leadership Teams

Packs

Execution Teams: Getting Stuff Done

Execution teams, as their name implies, focus on execution, so they rely on others, namely the strategy group, to help direct their efforts.

To enable them to perform at their highest level, we structure exe- cution teams according to the following guidelines:

Shared purpose: Ideally teams form around the shared goal of delivering value to customers. Their purpose should be overarching and clear.

A few clear KPIs: One of the most important ways that an execution team achieves high performance is through its ability to say no to incoming requests. Their core KPIs are the filter through which all stakeholder asks must pass; work that won’t deliver on an execution team’s KPI won’t get accepted by the team.

Owners of the “how”: The leadership team and strategy groups will be asked to own the “what”—to clearly tell others what objectives are crucial to marketing and organizational success. It’s the execution team that gets to own the “how”: the ways they choose to achieve those objectives.

Cross-functionality: Teams should contain all the necessary skills to execute the work for which they’re responsible. Interdependencies create bottlenecks and delays; avoid them whenever possible.

Reasonable size: Execution teams are small, ideally between four and ten people. There are options for organizing teams outside this size range, but the research is clear: smaller teams get more done.

Stable point of contact: One person, the team lead (whom we’ll meet shortly), should act as the buffer between the team and its stakeholders. This role frees up individual contributors to focus on executing outstanding work.

Strategic connection: The team lead also connects the team to a larger strategy, at both the marketing and organizational levels. Together with the shared purpose, this connection provides a clear North Star for the team to work toward.

Psychological safety: Teams need to feel safe speaking their minds, even if that means fundamentally disagreeing with leaders or fellow team members.

  Strategy Groups: Doing the Right Work at the Right Time

To guide a group of execution teams, we establish a strategy group. This team ensures that when two or more execution teams need to collaborate, they have a shared vision from which to work. Creating a clear, documented, stable strategy also frees up execution teams to get on with the business of doing great work. They don’t need to worry about whether they’re doing the right things because that evaluation has already happened.

Strategy groups can also help remove dependencies and impediments that frustrate multiple teams. Strategy groups are true to their name: they create strategies rather than perform actual marketing tasks.

These groups — not called teams, because they don’t function as a true team — are made up of marketing leaders who set larger, longer-term strategic priorities for one or more execution teams. The team lead should straddle both groups, splitting their time between supporting the execution team and coordinating strategic efforts with other team leads within the strategy group.

Leadership Teams: Steering the Ship

The last level of Rimarketing is the leadership team. Smaller teams may not need to establish this group at a formal level, but if you have ten or more full-time marketers, a leadership team will benefit you.

This is where year-long strategic objectives are set, critical KPIs are chosen, and, at the enterprise level, interteam and interdivision collaboration gets facilitated. For marketing teams that are accustomed to racing from one campaign to another without an overarching goal, the leadership team is there to help.

Lastly, the leadership team acts as the final arbiter of disagreements between strategy groups. We want to remove empire-building tendencies and leaders’ typical focus on completing their pet projects. Those unhelpful command-and-control behaviors should be replaced by collaborative, team-centric work designed to meet agreed-on strategic objectives.

But from time to time, even the most well-meaning strategy groups disagree on what work the execution teams should be doing.

These conflicts can be healthy, because they surface different perspectives on how to achieve larger goals.

But to gain consensus and execute in unison, the leadership team may need to weigh in to maintain alignment when strategy groups clash.

Packs: Multiple Teams With a Single Purpose

When several execution teams come together around a central strategy group, Rimarketing refers to the configuration as a pack. A medium-sized marketing organization may consist of a single pack; a massive group, like the two-thousand-person organization I’m currently working with, will comprise dozens of packs serving many distinct regions, products, business units, or personas.

Like an execution team, a pack needs an overarching reason to exist. It should be clear who’s in the pack and who isn’t. Each pack requires at least one strategy group—maybe more—to guide the strategic direction of the execution teams that make it up. Ideally each pack will also have a handful of core KPIs to use in evaluating its performance as a unit,

Packs are similar to the tribes outlined in the Spotify model; the primary distinction is their governance. In Rimarketing, a strategy group helps guide the direction of multiple execution teams to steer the pack in the right direction.

Agile Marketing for Enterprise Marketing

As the scope of a marketing team expands, so does the Rimarketing framework. Because of its modular nature, we can add more and more teams, functions, business units, products, etc. over time.

Breaking Down Agile Marketing Team Structure

Speaking of packs, let’s end by taking a closer look at one of the modules from the above diagram.

  These four teams have a shared purpose — persona, product, or business unit — and thus need to have a shared vision and backlog.

We call them a pack, and you may have heard them referred to as a tribe in the Spotify model, but the naming doesn’t really matter. The important thing is that the teams are organized in such a way as to be able to deliver value independently and cross functionally.

That typically happens best when teams are organized by stages of the customer journey, but you might be able to arrange them according to channel and still see good value coming from each team.

More holistically, the Strategy Group who oversees this pack ensures that they’re pulling towards the same goal, doing high quality work, and most importantly balancing the needs of the customer with the demands of the business.

Scaling Agile Marketing Intelligently

Despite the common usage of the phrase, “Agile transformation,” there is no magic wand that you can wave and become Agile overnight. Scaling takes time, effort, and above all commitment from all levels of the organization.

You can map out a scaling strategy, but be prepared to evolve it as teams go through the process and learn more about how Agile marketing really works in your unique situation.

————

Shu Ha Ri explained (from Mastering Marketing Agility):

The “Ri” in “Rimarketing” comes from the concept of Shu Ha Ri, a Japanese phrase that tracks the progression, in any area of skill, from novice to master.

We begin in the Shu phase. We learn and follow the rules. We color inside the lines, and we do what experts tell us to do. We haven’t yet mastered the fundamentals of the process, so we can’t yet make intelligent adjustments to it.

Eventually, at our own pace, we advance from Shu into the Ha phase. We have just enough expertise to bend the rules a little, to get creative. Our actions still fall squarely within the limits of traditional practices, but we’re learning to flex and adapt those practices.

We arrive ultimately at Ri, the phase of creation and innovation. While our activities still connect to, and are recognizable as, the practices used in Shu and Ha, in the Ri phase we invent and create.

The world contains many examples of this evolutionary process, but for my money nothing drives it home quite like the big dance scene at Rydell High in the movie Grease. A national dance show has chosen Rydell as the site of its contest, and the students perform their best moves in an attempt to win stardom and glory.

One couple, Doody and Frenchy, are firmly in the Shu phase. Doody can barely follow the prescribed steps of a traditional waltz. “Doody, can’t you at least turn me around or something?” Frenchy pleads, as Doody marches woodenly across the gym floor holding her stiffly in his arms. “Be quiet, French. I’m tryin’ to count.” Shu phase all the way.

Next, during the Hand Jive, lots of kids demonstrate their attainment of the Ha level. Hand Jive has a set of prescribed motions, and many of the couples expand on that foundation. Rather than merely clapping, tapping fists on top of each other, and jerking thumbs over their shoulders, they add moves. Staying with the beat, following the prescribed pattern of executing each move twice, the more experienced dancers comfortably experiment within the framework of the dance.

The camera then moves to Danny and Sandy, the romantic leads (played by John Travolta and Olivia Newton-John). Danny and Sandy also move in rhythm, but beyond that they make up everything as they go along, dancing far more inventively than the other couples. They play off each other’s moves, leading and following one another to create a unique series of steps for each song. Like all Ri dancers, they operate creatively and effectively within the boundaries of their given dance tradition. Their actions are built on the fundamentals they learned in the Shu stage, but they look nothing like those basic steps. They’ve evolved far beyond “I’m tryin’ to count.” They are in Ri, flowing, adapting, experimenting, always in the moment, always creating.

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