REBOOTR'S IMPROV@WORK (I@W) PROGRAMS

For corporate clients with L&D budgets, to goal setting for individuals.

I@W HELPS YOU

Z

Manage your client load better and decrease chances of burnout

v

Be a better public speaker

Build rapport with colleagues or buyers earlier

Quickly gather and integrate multiple viewpoints

Break through barriers you may/may not know about

Cooperatively create and add to a developing story with others

Understand and embrace risk

Improve your competency in winning cases

Attract/retain more clients

|

Give better presentations

ultimately contributing to increased productivity and profitability.

IN AN ACCEPTING AND COLLABORATIVE ‘YES, AND…” ORGANISATION, PEOPLE WILL WANT TO STAY

However, many workplaces have normalised the opposite: e.g. inefficient compulsory meetings, tolerating ego-centric but high earning colleagues, editing or rejecting ideas on the spot, which pisses some people off etc.

Workplaces don’t have to be like this. And deep down, we know this.

And now in 2022, work culture needs to change quickly to keep up with new team dynamics, agile competitors, and where buyers are now at.

And many are looking for an angle to give a competitive edge in their search for better employers.

So instead, cultivate a (better) workspace environment, through improv.

HOW IMPROVISATION WORKS, AT WORK

Improv is driven by its concepts² which are learnt experientially on the spot. Similar to how fitness increases as you work out.

At the heart of it, people want to be accepted, connected and listened to. They want to feel trusted and not be judged, especially when they have creative or imaginative ideas.

For once, an active listening session that isn’t edious. The exercises that you do give you a chance to tune out of how you will react, and wait before the other person has finished, then respond.

Your effective information gathering rate will be much higher, than if you stick to what is happening in your mind.. And that means a better chance of building a full case, where all the senses are picked up.

Not jumping in helps substantially in court, however, more time is spent working with colleagues, so this helps improve inter-personal communication too. This helps , particularly with those in the office who take their stress out on others.

“It’s very common when talking to someone to start tuning them out and planning what you’re going to say in response while they’re still speaking,” said John Windmueller, WIT@Work training manager. “The idea is that I can use that extra time to prepare… But that doesn’t always make for the best conversation.”

Maura Mazurowski (25/9/2019), ‘Lawyers find improv comedy skills help them think fast‘, Virginia Lawyers Weekly,

Improv competencies: make your partner look good; find your solution

Improv helps you ride conflict and resolve it.

As work culture changes for 2022 onwards, and people are resetting their focus on a changed work world, more problem solvers who are OK with change, are needed more than ever.

Improv means each team member can see points of view from the other person’s, there is less detrimental position-holding on either side.

Conflicts can be closed easier, especially when the work environment is of supporting each other to find a solution within a “yes, and…” or “no” framework, when appropriate.

brings entrepreneurial thinking when clients wants more than just legal advice, your work intersects with business, particularly if your clients are in the start-up space.

Improv challenges you to better level of communication.

Improv competencies: active listening; stay curious; everything is an offer; respond in the moment.

To build successful relationships with all parties, trust is essential. Good trust with others develops at the same time that self-interest decreases, and listening gets finer. Trust also comes when actively supporting colleagues.

(Stakeholders being colleagues in your team or other teams, peers, management, client/customers).

A more trusting work environment is where people accept and build on what each other offers. That leads to a more supportive work environment, which leads to better overall performance across teams who use improv.

The link between work relationships based on trust, and profitability is through the profit motive of ‘play’.[4] This motive, as well as improv concepts such as “yes, and…” drives sales performance.[3]

Higher trust, such as between buyers and sellers, have a higher chance of leading to a purchase.

Overall, there are clear links between high performance, productivity[1][2] and profitable[6] organisations.

[1] “The use of … competencies gained through the improvisation workshop resulted in high performance and productivity after 1 month and 3 months at the participants’ work environments” Prof. Dr. Satya Subrahmanyam (?), ‘Corporate leadership: A privation for improvisation of techniques’, International Journal of Commerce and Management Research’

[2] “In follow up interviews one month after the study, participants continued to enjoy higher levels of productivity and performance.” Dr. Farnaz Tabaee (20/6/2013), ‘Improv Boosts Leadership Skills – Effects of Improvisation Techniques in Leadership Development’, Applied Improvisation Thinking’

[3] “Findings show that higher levels of salesperson improvisation are associated with increased sales performance.” Abena Yeboah Banina, Nathaniel Bosoa, Magnus Hultman, Anne L.Souchon, Paul Hughes, Ekaterina Nemkova, ‘Salesperson improvisation: Antecedents, performance outcomes, and boundary conditions’, Industrial Marketing Management’

[4] “Improvisers become businessmen, the relationship becomes the deal, and play becomes the profit motive.”

[5] “Here too, research appears to positively correlate improv with team cohesion and trust“;”The increased positive energy, trust, and mutual regard that stems from these activities can help participants feel validated, cared for, and understood – hallmarks to positive relationships“;”I will attest that improv trains individuals in interpersonal mindfulness, perspective taking, and active constructive responding skills. … it is these elements that lead to the previously cited outcomes of increased interpersonal connection, collaboration, trust, and effective communication.” Jordana Cole (1/8/2020), ‘I’ve Got Your Back: Utilizing Improv as a Tool to Enhance Workplace Relationships’, Scholarly Commons, Master of Applied Positive Psychology Capstone Projects, Penn Libraries, University of Pennsylvania’

[6] “We’ve known for a long time that human performance and business performance are correlated. … Heskett, Sasser Jr.. and Schlesinger published their now-famous book ‘The Service Profit Chain’ and established the causal link between profitability and customer loyalty, and employee satisfaction, loyalty and productivity”

Improv competencies: accept and build

This is more than just recognition. When someone feels more supported, cared about and listened to, they tend to stay. Some will take less pay than a competitor, for a more supportive work environment.

People will contribute more of themselves, and the brains trust of the business expands. A competitive advantage over others who treat their staff within an ‘ordinary’ culture.

When you act more by what is there, you listen more to what you are getting. This is the goal behind good client relations. It also means you are more relaxed if things don’t go to plan..

People also sense when you are in the moment, and they respond in kind. Those not in the moment, will be in their head, possibly rehearsing what they have to say. A disconnected person will not have as much authenticity, and the relationship is not going to be as deep or fruitful.

When your job is to connect with the audience, this is really something that is important to harness.The more you are in your hea, the less you are in theirs. And when you are trying to convince them of something, the less effective you are when you aren’t in the moment.

It can also hel you overcome a fear of public speaking.

“A juror’s perspective: ‘One particular trial stands out in my memory, especially the difference between the prosecuting and defence attorneys. The defence attorney spoke first. He was calm, relaxed, looked the potential jury members in they eye and smiled. I liked him immediately. The prosecutor spoke next and barely looked at us. He stuttered. He frequently referred to his notes. He was fidgety and uncomfortable and tense. “Oh boy”, I thought, “this guy is going to lose his case”. He was obviously prepared, he was organized, and it seemed that he was following a plan for the trial. He was also impossible to listen to for more than a minute. Here was someone who spent six years in law school, passed the bar, earned his legal degree, and yet he didn’t have the communication skills to back it up. He was like a surgeon that couldn’t hold a scalpel steady’.”

Jeffrey Drivis (15/2/2012), ‘Whose Trial Is It Anyway? Using Improv To Help Lawyers ‘Present’ More Effectively‘, Kluwer Mediation Blog

Improv competency: adapt to others, make your partner look good, stand your point-of-view, connect with people at the status level they are or perceive they are.

A low-status person who believes that is their identification is going to relate better to you if you show you are able to understand what it is like to think as a low-status person. That creates a form of camaraderie, and useful for building a case. The same thing applies with high-status. This is different to ‘rank’.

Improv allows lawyers to:

  • recognise the ‘status gap’ between you and the client,
  • explore and move around freely between status levels,
  • adapt to and connect with others and
  • make stating a case more immediate and direct.

Many of your clients are unlikely to deviate from their environmentally-dictated place in society, but you can, and that is to your advantage over peers who are as stuck/trapped in their level of ‘deigned status’, just as your client is. This gives you freedom to know your own status, but free to visit other status levels.

Even so, how much is your status shaped by those you perform for, or impress? Improv gives you the permission to open up to more choice in how you do this, and make status a conscious decision.

“Keith Johnstone defines status as ‘the conscious manipulation of our level of dominance … Status is not confusing so long as we understand it as something we do, rather than our social position; for example, a king can play “low status” to a servant, while a servant can play “high status” to a king’.

Jeffrey Drivis (15/2/2012), ‘Whose Trial Is It Anyway? Using Improv To Help Lawyers ‘Present’ More Effectively‘, Kluwer Mediation Blog.

Improv competency: “yes, and”, accept everything as an offer.

Lawyers have high critical thinking skills. And often, it is tied up with being critical or negating others., of sorting out the bullsh1t, using logic to demolish .

Which keeps you in your mind, and not listening to the other person, other than to find out a way to respond or retort. It is often used to ignore or disregard.

Which is useful for times when it is needed. However, if it becomes an identification, then that is when it is controlling you, not the other way.

Most people don’t like it when their ideas aren’t accepted. Which is where “yes, and…” comes in handy. You still get your point across, and the other person keep engaged.

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Improv gives people a chance to experience both sides of a situation. This builds empathy and helps the concepts set in deeper.

Individual competencies for specific professions where certain inter-personal skills are essential (such as accounting, legal, engineering, consulting, IT etc.). These may include, but not only, more effective negotiating, mediating and presenting better.

Reflections¹

We ask what connections people have drawn to themselves and theirs or other’s behaviour. We hope to bring insight from the results of the exercise. This is how behaviour can change as a result of the exercises. Improv is a highly flexible and agile system, and since the games are experiential, then the realisations happen in the same space.

From this, you get a good sense of what needs your team has.

Concepts²

When a team uses improv to work together, they incorporate at least one of the following:

  • personal permission to access creativity and imagination.
  • everything is an offer.
  • listening, accepting, and building in the moment.
  • overcoming approval/disapproval syndrome.
  • good relationships with “yes, and…” and “no”, and avoiding “yes, but…”
  • “bring a brick, not a cathedral”.
  • be prepared for the unexpected, and adapt accordingly.
  • supporting each other and making each other look good.
  • leading and following.
  • healthy relationship with mistakes and failure.
  • building trust with each other.
  • avoiding blocking each other.
  • follow the fear.
  • comfortably raising the stakes.
  • focus on people, not objects.
  • working in the ‘Flow State’.
Studies³

The following summaries are based off:

Charles J Limb, Allen R Braun (27/2/2008), ‘Neural substrates of spontaneous musical performance: An fMRI study of jazz improvisation’, PLOS one, 3(2):1

“Limb and Braun discovered that during the improvised riffs, the jazz musicians medial prefrontal cortex, the area of the brain associated with language and creativity significantly increased in activity, whereas their dorsal lateral prefrontal cortex, the conscious control part where you judge and correct your behavior became dormant. Fascinated by these results, limb has gone on to carry out similar studies with freestyle rappers, and most recently, with improvisational comedians with very similar results.”

Max Dickins, ‘Improvise!: Use the Secrets of Improv to Achieve Extraordinary Results at Work – Chapter 3: spontaneity’, Icon Books

“[Second City is] participating in a neurological study with [Dr. Charles Limb’ where he has improvisers underneath an fMRI machine.
And what he has discovered so far is, the brain is in a different state, when it’s improvising.
And in particular, the fear and shame parts of the brain go way down when you’re improvising …”

Francesca Gino (11/7/2018), ‘Why it Pays to Break the Rules’, Second City Works

A “yes, and…” mentality opens your people what they can do for others, and what others can offer them.

HOW AN I@W SESSION HAPPENS

So everyone can get the most from an improv session, we establish a safe creative space which includes at least one manager. During each exercise, players (including the hesitatnt ones) form a ‘team mind’ around these five stages:

Listening

at a naturally-active level

Accepting

what the others have said

Building

on what they said

Reflecting¹

on how to use the concepts² in everyday work.

Summarise

at the end where we tie it all together, and find ways put it all to use.

At the next session, we’ll check in with how people went during the previous week. This feedback helps us refine what we do for that session.

Help your team gain finer communication and inter-personal skills, which are highly useful and effective for a 2022 work world.

WE DIAGNOSE WHERE YOUR (HYBRID) TEAMS ARE AT

To get a full picture (and roadmap) of where your team is at and could be, we ask into:

  • how each stakeholder⁷ sees where the inter-personal relationship issues lie.
  • which obstacles arise when developing better relationships.
  • what values are shared between stakeholders.
  • what will be the costs if things continue the way they are, and what if they are changed for the better.

Knowing that, we tailor the most relevant games to help remove these obstacles to better relationships related to your goals.

And this can be through individual interviews with one or many stakeholders⁷, or we’ll work it out within the first improv session.

What can we expect from a diagnosis or our team?

Everyone, from managers, to staff, to clients/customers, are in a ‘system’ together, and each has its part and needs from the others. Each relationship helps make the system more or less efficient and effective. And each relationship is motivated by something (e.g. attention, status, money, intellectual challenge, helping others, opening up to new ideas etc.)

Where there is a weak relationship link, then those inter-personal connections will likely exhibit this through either disagreement, complaint, ego, competitiveness or conflict.

With confidentiality, we ask into these relationships to find those weak links and from what we get, we then choose:

  1. the most appropriate exercises at the best times.
  2. the best way to play and do those exercises.
  3. what results we expect to get from those exercises.

It does take time and is priced accordingly. Alternatively, we will play and do a series of exercises, and those relationships will show through the improv, in either the first or second session. We then spend time afterwards with the managers taking part and ask further into what we picked up. We then adjust our exercises accordingly.

What do you discover from staff that managers don't already know?

Managers hear a lot, and good managers know a lot about their people. It’s the factor that makes them great.

However, a manager is not neutral, and they won’t hear everything. A third party (such as rebootr) with the right questions, may be able to find more, and will use that to frame the exercises.

Improv brings a fresh perspective to issues and things that might be outside of your line of sight.

How confidential is the diagnostic process?

Very.

For instance, when asking staff member 1 about colleagues who they aren’t getting on well with, we will receive confidential knowledge about inter-personal relationships.

Whatever it then passed onto management is stripped of individual names and any markings that would identify who they are. This is critical, as the information will be compromised if we break this trust.

For asking what clients think about the service they get, all management recieves is demographics (sex, age, location etc.). Again, no names are given.

For a previous client, the manager had asked me to give him access to the survey. It was a no. He didn’t press the point, and it is likely that this didn’t muddy our relationship. This highlights that we take this process seriously.

Who are the stakeholders⁷?

These could be a combination of:

  • colleagues in their team or area
  • colleagues in other teams
  • management
  • clients or customers

You don’t need 100% of your staff improvising. Just enough to direct the culture. As we are social creatures, others mirror this shift, and give rise to better respect for each other.

I@W PROGRAMS AND SESSIONS

DESCRIPTION OF EACH PACKAGE

FREE DEMO
One session for 30 min.
For those not sure; abridged version of a regular session
KICKSTART SESSION
One session for 60 min.
For those time-poor; need quick team fix; just want fun
STANDARD PROGRAM
3 main sessions OR one half day, then 3 catchups for 60-120 min. each
For teams who want to shift their culture
INDIVIDUALISED SESSIONS
1-5 sessions over 2-3 hours or a one-day intensive
For those who have a focus in mind

⚫︎ Get a taste of improv concepts, and how to apply them to work and life.

⚫︎ Shared a new common communication language.

⚫︎ Reward staff for any major achievement (even office and remote staff collaborating well together is a victory!).

⚫︎ A fun reason to come together after lockdown separation and quick way to bond (and blow away the lockdown doom and gloom).

⚫︎ Prepare for collaborating or going to a special meeting face-to-face, instead of over a screen.

⚫︎ Build on a culture where  good rapport, positive and healthy relationships continue long into the future with any other work connection (sales included), as a default. This means good team dynamics.

⚫︎ Help promote a growth mindset for those in a fixed mindset

⚫︎ Get your teams from different sections understanding each other more. Help them build rapport (e.g. IT <> sales <> finance), so that group team-mind you have expands to include others in the organisation. Then see collaboration happen.

⚫︎ Let your managers get a new insights into their teams.

⚫︎ Explore and focus on one thing to do with work, that you’d like to sort out. What is it?

  • improving your presentation skills
  • dealing with changes all around you
  • managing a crisis/conflict in the office etc.

⚫︎ Find a path through (come up with ideas to solve it), then forge it through improv things to do.

BASICS OF EACH PACKAGE

FREE DEMO
Number of max. participants (remote)
9
Number of max. participants (in person)
15
Number of max. teams per participating organisation
1
KICKSTART SESSION
Number of max. participants (remote)
12
Number of max. participants (in person)
20
Number of max. teams per participating organisation
any number
STANDARD PROGRAM
Number of max. participants (remote)
12
Number of max. participants (in person)
25
Number of max. teams per participating organisation
any number
INDIVIDUALISED SESSION
Number of max. participants (remote)
5
Number of max. participants (in person)
5
Number of max. teams per participating organisation
any number

ELEMENTS OF EACH PACKAGE

FREE DEMO
Perform a team diagnosis through management
Perform a team diagnosis through team members
Perform a team diagnosis through talking to clients or buyers
Mix management with staff during sessions
☑︎
Key metric report sent to management post-program
Surveying of relevant stakeholders
Reflection time after each exercise
☑︎
Reflection time after the session (how to put improv into use at work)
Improv practice sheets ('ImprovSnacks')
KICKSTART SESSION
Perform a team diagnosis through management
Perform a team diagnosis through team members
Perform a team diagnosis through talking to clients or buyers
Mix management with staff during sessions
☑︎
Key metric report sent to management post-program
Surveying of relevant stakeholders
Reflection time after each exercise
☑︎
Reflection time after the session (how to put improv into use at work)
☑︎
Improv practice sheets ('ImprovSnacks')
1
STANDARD PROGRAM
Perform a team diagnosis through management
☑︎
Perform a team diagnosis through team members
☑︎*
Perform a team diagnosis through talking to clients or buyers
☑︎*
Mix management with staff during sessions
☑︎
Key metric report sent to management post-program
☑︎
Surveying of relevant stakeholders
if requested
Reflection time after each exercise
☑︎
Reflection time after the session (how to put improv into use at work)
☑︎
Improv practice sheets ('ImprovSnacks')
4
INDIVIDUALISED SESSIONS
Perform a team diagnosis through management
☑︎*
Perform a team diagnosis through team members
☑︎*
Perform a team diagnosis through talking to clients or buyers
☑︎*
Mix management with staff during sessions
N/A
Key metric report sent to management post-program
N/A
Surveying of relevant stakeholders
if relevant
Reflection time after each exercise
N/A
Reflection time after the session (how to put improv into use at work)
☑︎
Improv practice sheets ('ImprovSnacks')
☑︎

* additional fees maybe incurred with expanded diagnostics

FAQ

How does play help me at work?

It’s how we learn successfully. It’s how we click with someone else, and build a working relationship with others. It’s how we understand where each other is at.

However, at age 10 we are told collectively that imagination and creativity is for babies/wooses etc. That gets baked in and most shut that part of them down. It never dies. We just adapt it in the form of ‘play with purpose’.

However, free creative play at a minimum for adults. Improv gives adults the chance to safely explore concepts and situations like a kid, but with adult eyes.

And it’s the fun that does it (with high participation or engagement rates showing for it), covering for the deeper work done underneath the hood.

Will improv be useful for my industry?

It doesnt matter what type of industry you are, what teams you have. If there is poor listening going on, productivity of each person is compromised. This affects the whole team and the organisation

Have to deal with others for a substantial part of your working life? Improv helps that inter-personal element of work flow much better.

A key concept of improv is focusing on the people element of an issue, rather than just the object involved (e.g. rather than talking about how X computer software is not working, you focus on how issue affects how someone works and how they cope).

This doesn’t override the focus on objects (particularly in emergency services, engineering, maths, public utilities etc.), but it does upskill object-focused employees to invest in dealing with people.

In other industries where people relating is predominant (e.g. retail, sales, customer service, events), improv is central to an efficient, effective and connection based job.

Go with half-day or three/four sessions of 90 minutes?

Typically, everybody gets excited and inspired during a half-day workshop, and within a week, a lot learnt from that workshop is just in some notebook, with little noticeable change.

Rebootr holds people accountable for what they learn, and how they implement it.

The question would be: would you get better ROI from a couple 90 minute sessions?

We favour the multiple sessions, as:

  • each session reinforces the last.
  • since there is more time between sessions, areas of weak relationship can be uncovered and worked on.
  • we get more time to follow how someone brings in improv into their day, and that potentially becomes subject matter for that or the next session.
  • there is more chance to have ongoing conversations, as improv is more in people’s daily lives than a half/all-day session that lasts once.
  • concepts can be applied more consistantly.
What are the downsides of improv?

Improv is capable of being a conduit for changed behaviours, but it’s not a magic bullet for shifting some personalities.

Some team members may keep being unavailable, may keep being snarky about the process.

Many people are not used to freer thinking and are not comfortable with it.

Improv itself is solid, however, it doesn’t gel with everyone. Hopefully, your team has a majority of people who are open to improv. They will offset those uncomfortable.

Some workplaces are more challenging to bring in a different culture/improv.

  • Those highly conservative and resistant to change.
  • Those who do not prioritise employee wellbeing and mental health.
  • Those who have bullies running the show.
  • Those who don’t keep the practice going, and improv slips to the wayside.

Improv can work quite well in organisations like this. They just may not be the first to grab the opportunities.

Who facilitates the programs?

At the moment, I (Eric Vigo) do the facilitation. In 2022, given foreseeable rapid growth (!), I will be training improv and improv-friendly professionals (within HR, P&C, L&D, Ops, management) to also be facilitators in the mindset and path of rebootr.

What's different about your program from others?

First about others:

  • most training is taught in a school-like manner (especially over one day), giving you information and hoping that input does the job, then leaves.
  • there’s usually workbooks, powerpoint slides and things to fill out. Which all sounds like work
  • it’s genearlly not individualised to the individual’s needs

OK, about us:

  • we care how individuals develop during each session, and how this helps them at work afterwards.
  • improv is experiential, meaning you learn while doing. Exercises bring you in immediately and you’re ‘practicising’.
  • Whatever you are to ‘learn’ is done on the spot, and we go around and see what it was that you learnt. Then that helps us frame subsequent exercises.
  • improv teaches through the use of emotion and play, which activates parts of the brain which usually lie dormant, and stores that new knowledge for future reference.
  • improv develops new communal habits, which helps shift team interactivity towards the positive.
  • you constantly know ‘what’s in it for you’, and if not, you get to ask until you know.
Will I be embarrassed?

VOLUNTARY AND SAFE LEARNING SPACE

Improv is about accepting creativity from each other without blocking. This is done within a psychologically safe framework.

Is there a money back guarantee?

Yes. We will refund the cost of the program on the first session, if you feel you’re not getting what we both agreed you could reach out of the program for your people.

What is the ROI of I@W?

I@W is not a passive program. We do not come in, dazzle your staff, then leave saying “job done!”.

I@W works the best when the team or organisation commits to implementing the concepts of improv after I@W is finished. Without being active, the ROI will be minimal.

Generally though, the ROI will be similar to any other leadership or team building ROI you may be measuring currently.

And what is the ROI of not doing I@W? If you kep things as they are, or chose another leadership, sales training or even physical team building activities (e.g. canoeing, physical extreme team building), what is the ROI you expect to get from them? And how long do you believe that ROI from those activities will last?

With a benchmark such as these, we can then look at the type of program that would equal or improve on the ROI from those other programs.

What if my people are too busy?

I am sure some people have no time for any type of training. Maybe they are available for conventional training, and nothing too left-field.

The amount of time that improv takes to shift behaviour would be around 4.5-6 hours as a base, then more hours to sow the concepts in. Change does take time.

If you are in an environment that is too busy for anything, and you are making your way through, then why not keeping doing that. However, when that formula doesn’t work, is when you are forced to get away from busy to put a fire out.

A bit like racing to red lights. One day, a crash happens, all that time saved by racing is eliminated immediately and more.

In this post-Covid environment, busy is different. People are slower, people are wanting to be home. So we have a chance to change things for the better.

What is seen as being a successsful improv exercise?

Improv exercises can also be called games or scenes, which allow improv concepts to come through clearly.

From that, each exercise is helps develops one or two skills. And each exercise is played out, not to win or get to the end quickly, but to journey through the skills and what it takes to finish that exercise. And sometimes the exercise is a scene dealing with multiple exercises.

And each scene composes of small ‘victories’ which at any point in the scene, a skill helps increase your awareness of your own habits, reactions and behaviours, and that of others as well. This equips you for further exercises, which are practice for dealing with the real world in a new way.

Think Differently.

Rebootr your teams and culture, and become the place people want to be when working.

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