Update sitemap lastmod dates to match latest page commits (2026-07-09)

Weekly site-freshness routine.
Change Check: add missing og:image/twitter card metas
2026-07-12 19:15:42 -07:00 · 2026-07-09 15:35:26 -07:00 · 2026-07-09 15:34:40 -07:00 · 2026-07-09 08:01:24 -07:00 · 2026-07-07 21:16:43 -07:00 · 2026-07-07 08:04:59 -07:00
13 changed files with 483 additions and 32 deletions
@@ -10,9 +10,9 @@
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-  <text x="78" y="326" font-family="'DM Serif Display', Georgia, 'Times New Roman', serif" font-size="70" fill="#0f1729">New systems don't fail</text>
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+  <text x="78" y="398" font-family="'DM Serif Display', Georgia, 'Times New Roman', serif" font-size="62" fill="#0f1729">the more human judgment is worth.</text>
-  <text x="78" y="494" font-family="'DM Serif Display', Georgia, 'Times New Roman', serif" font-size="70" font-style="italic" fill="#e89b1c">They fail on the people.</text>
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@@ -0,0 +1,295 @@
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      <p class="eyebrow">A 2-minute team check</p>
      <h1>Is your team above or below <em>the line?</em></h1>
      <p class="lead">When a change lands, people go one of two ways. <strong>Above the line</strong>, they get curious and take ownership. <strong>Below the line</strong>, they get defensive and protect the old way — their standing, their habits, the thing that's made them the one everyone relies on. This tells you where your team sits right now, and what to do about it. Five questions, honest answers, no email required.</p>
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-<title>Open Communications | The Human Side of Change — for Canadian Manufacturers</title>
+<title>Open Communications | The Human Side of Change — for Manufacturers</title>
-<meta name="description" content="New systems don't fail on the tech — they fail on the people. Open Communications helps the people in your shop trust the change, share what they know, and lead through it — so the work actually sticks. The human side of ShopWisdom.">
+<meta name="description" content="The better the tools get, the more human judgment is worth — and fear is what keeps it locked up. Open Communications helps the people in your business trust the change, share what they know, and lead through it. The human side of ShopWisdom.">
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+<meta name="twitter:description" content="The human side of change for manufacturers. The people side of ShopWisdom.">
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+      "description": "Change management and leadership coaching for manufacturers — the human side of organizational change. Open Communications helps the people in a business trust the change, share what they know, and lead through it so the work actually sticks. The people side of ShopWisdom.",
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    <a href="#problem">The problem</a>
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    <a href="#who">Who we are</a>
    <a href="change-check.html">Change Check</a>
    <a class="nav-cta" href="https://cal.shopwisdom.ca/michaelvictory/20min-opencommunications-meeting" data-cal-link="michaelvictory/20min-opencommunications-meeting" data-cal-origin="https://cal.shopwisdom.ca" data-cal-config='{"theme":"light"}'>Book a conversation</a>
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@@ -130,6 +131,7 @@
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 </div>
@@ -137,8 +139,8 @@
  <section class="hero" data-bg="light">
    <div class="wrap hero-wrap"><div class="hero-col">
-      <p class="eyebrow">The human side of change · for Canadian manufacturers</p>
+      <p class="eyebrow">The human side of change · for manufacturers</p>
-      <h1>New systems don't fail on the tech. They fail on the <em>people.</em></h1>
+      <h1>The better the tools get, the more human judgment is worth. Fear is what keeps it <em>locked up.</em></h1>
      <p class="lead">Getting your people to trust the change, share what they know, and lead through it — that's what decides whether any of it sticks. We work it like a craft, not a pep talk: a clear method, and the people skill to make it land.</p>
      <div class="actions">
        <a class="btn" href="https://cal.shopwisdom.ca/michaelvictory/20min-opencommunications-meeting" data-cal-link="michaelvictory/20min-opencommunications-meeting" data-cal-origin="https://cal.shopwisdom.ca" data-cal-config='{"theme":"light"}'>Book a conversation</a>
@@ -158,7 +160,8 @@
      <p class="eyebrow">Where change actually breaks</p>
      <h2 class="statement-line">You can buy the software. You can write the procedures. And still watch the whole thing <em>quietly fall apart.</em></h2>
      <p>Because the new way asks people to change — and people don't resist change to be difficult. They resist it because it threatens something: their standing, their habits, the thing that's made them the one everyone relies on. The veteran who won't quite share what he knows. The supervisor who nods in the meeting and does it the old way Monday morning. The blame that starts flying the first time something goes wrong.</p>
-      <p class="emph">None of that is a character flaw. It's how people work — and it's the part that quietly determines whether your investment pays off — or sits on a shelf.</p>
+      <p class="emph">None of that is a character flaw. It's how people work. And the way out is simpler than it looks: nobody who's teaching is <em>obsolete.</em></p>
      <p class="statement-link"><a href="change-check.html">Where does your team sit? Take the two&#8209;minute Change Check &#8594;</a></p>
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@@ -303,7 +306,7 @@
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        <a class="footer-sw-logo" href="https://shopwisdom.ca" aria-label="ShopWisdom"><img src="assets/sw/sw-logo-white.svg" alt="ShopWisdom"></a>
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-      <p class="footer-copy">Open Communications and ShopWisdom are practices of Open Communications, owned and operated by Michael Victory · British Columbia, Canada</p>
+      <p class="footer-copy">Open Communications and ShopWisdom are practices owned and operated by Michael Victory · British Columbia, Canada</p>
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@@ -6,9 +6,11 @@
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@@ -69,6 +72,7 @@
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@@ -301,7 +305,7 @@
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        <a href="https://shopwisdom.ca">ShopWisdom</a>
      </nav>
-      <p class="footer-copy">Open Communications and ShopWisdom are practices of Open Communications, owned and operated by Michael Victory · British Columbia, Canada</p>
+      <p class="footer-copy">Open Communications and ShopWisdom are practices owned and operated by Michael Victory · British Columbia, Canada</p>
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@@ -0,0 +1,135 @@
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  <p class="ib-tag">Internal · working board · not for clients</p>
  <h1>"Open Frame" — <em>Inspiration Board</em></h1>
  <p class="ib-sub">The framework library OC draws from to build its own change method. Started 2026-06-26 from the Mike + Inga strategy meeting and the Open Field analysis.</p>
  <div class="ib-rule">
    <p><strong>The operating rule:</strong> a framework itself is generally not protected IP — the author's <em>catchphrase / name</em> on it is. Draw freely from the established commons; <strong>coin OC's own catchphrases</strong> for what we assemble; <strong>cite</strong> named authors and don't rebrand <em>their</em> names. OC's defensible value = the synthesis + manufacturer-safe translation + our own named loop/modules + the sovereign agent + the measurement. <em>Not legal advice — verify trademarks before publishing derived copy.</em></p>
  </div>
  <p class="ib-legend"><strong>Legend:</strong> 🟢 established public concept (fair game) · 🟡 named author/trademark to cite · ⭐ already an OC anchor.</p>
  <p class="ib-theme">1 · The two states — defensive vs. open (OC's core)</p>
  <table class="ib"><thead><tr><th>Framework</th><th>Origin</th><th>Core idea</th><th>OC angle</th></tr></thead><tbody>
    <tr><td>Above / Below the Line <span class="flag">🟡⭐</span></td><td>Conscious Leadership Group (Dethmer, Chapman, Klemp)</td><td>Closed/defensive (below) vs. open/curious (above), right now</td><td>OC's most translatable idea; the Change Check sits here</td></tr>
    <tr><td>Drama Triangle → TED* <span class="flag">🟡⭐</span></td><td>Karpman (1968) → David Emerald</td><td>Victim/Persecutor/Rescuer → Creator/Challenger/Coach</td><td>The "shift" out of blame; cite both</td></tr>
    <tr><td>Ladder of Inference <span class="flag">🟢</span></td><td>Chris Argyris</td><td>Leaping from data → defensive conclusions</td><td>Why people "react"; slows the jump</td></tr>
    <tr><td>Fixed vs. Growth Mindset <span class="flag">🟡</span></td><td>Carol Dweck</td><td>Ability as fixed vs. developable</td><td>Why veterans guard "it's just experience"</td></tr>
  </tbody></table>
  <p class="ib-theme">2 · Threat &amp; safety (the nervous-system layer)</p>
  <table class="ib"><thead><tr><th>Framework</th><th>Origin</th><th>Core idea</th><th>OC angle</th></tr></thead><tbody>
    <tr><td>4 Stages of Psychological Safety <span class="flag">🟡</span></td><td>Timothy Clark</td><td>Inclusion → Learner → Contributor → Challenger safety</td><td>Open Field leaned on "challenger safety"</td></tr>
    <tr><td>SCARF <span class="flag">🟡</span></td><td>David Rock</td><td>Status/Certainty/Autonomy/Relatedness/Fairness = social threats</td><td>Names why a small change feels threatening</td></tr>
    <tr><td>Amygdala hijack / threat response <span class="flag">🟢</span></td><td>neuroscience (popularized by Goleman)</td><td>Threat → cortisol → fight/flight/fawn; ~24h to re-regulate</td><td>"Calm the nervous system first"</td></tr>
    <tr><td>Window of tolerance <span class="flag">🟡</span></td><td>Dan Siegel</td><td>The zone where you can think + relate</td><td>Trauma-informed tie; regulation</td></tr>
    <tr><td>"Rigor and soul" / conscious leadership <span class="flag">🟡⭐</span></td><td>Amy Elizabeth Fox (Mobius)</td><td>Trauma-informed leadership</td><td>OC's anchor reference</td></tr>
  </tbody></table>
  <p class="ib-theme">3 · The change journey (process)</p>
  <table class="ib"><thead><tr><th>Framework</th><th>Origin</th><th>Core idea</th><th>OC angle</th></tr></thead><tbody>
    <tr><td>Unfreeze → Change → Refreeze <span class="flag">🟢</span></td><td>Kurt Lewin</td><td>The original change model</td><td>Foundational, old, freely usable</td></tr>
    <tr><td>Change Curve <span class="flag">🟢</span></td><td>adapted from Kübler-Ross</td><td>Grief stages applied to change</td><td>The emotional arc of a rollout</td></tr>
    <tr><td>Transitions: Endings → Neutral Zone → New Beginnings <span class="flag">🟡</span></td><td>William Bridges</td><td><em>Change</em> is external; <em>transition</em> is the inner shift</td><td>Strong OC fit — the part SW's systems don't touch</td></tr>
    <tr><td>Diffusion of Innovations <span class="flag">🟢</span></td><td>Everett Rogers</td><td>Innovators → laggards adoption curve</td><td>Who adopts the new system, when</td></tr>
  </tbody></table>
  <p class="ib-theme">4 · Systems &amp; seeing the whole</p>
  <table class="ib"><thead><tr><th>Framework</th><th>Origin</th><th>Core idea</th><th>OC angle</th></tr></thead><tbody>
    <tr><td>Operating manual / "do more with less" / tensegrity <span class="flag">🟢</span></td><td>Buckminster Fuller</td><td>Whole-systems, anticipatory design</td><td>Mike's named influence — the systems-whole lens</td></tr>
    <tr><td>Leverage Points <span class="flag">🟢</span></td><td>Donella Meadows</td><td>Where to intervene in a system (ranked)</td><td>Maps to Open Field's "levers / intervention points"</td></tr>
    <tr><td>Iceberg model <span class="flag">🟢</span></td><td>systems-thinking commons</td><td>Events → patterns → structures → mental models</td><td>Look beneath the incident</td></tr>
    <tr><td>Cynefin <span class="flag">🟡</span></td><td>Dave Snowden</td><td>Simple/Complicated/Complex/Chaotic → match the approach</td><td>Don't run a complex change like a simple one</td></tr>
    <tr><td>Scenario planning <span class="flag">🟢</span></td><td>Pierre Wack / Royal Dutch Shell</td><td>Rehearse multiple futures</td><td>Inga raised it — futures thinking</td></tr>
  </tbody></table>
  <p class="ib-theme">5 · Agency &amp; ownership</p>
  <table class="ib"><thead><tr><th>Framework</th><th>Origin</th><th>Core idea</th><th>OC angle</th></tr></thead><tbody>
    <tr><td>Locus of control <span class="flag">🟢</span></td><td>Julian Rotter</td><td>Internal vs. external control</td><td>"You control how you show up" (Open Field)</td></tr>
    <tr><td>100% responsibility <span class="flag">🟡⭐</span></td><td>Conscious Leadership Group</td><td>Ownership over blame</td><td>The agency thread Inga flagged</td></tr>
    <tr><td>Accountability ladder <span class="flag">🟢</span></td><td>management commons</td><td>Below-line excuses → above-line ownership</td><td>Manufacturer-safe ownership language</td></tr>
  </tbody></table>
  <p class="ib-theme">6 · Team &amp; sizing</p>
  <table class="ib"><thead><tr><th>Framework</th><th>Origin</th><th>Core idea</th><th>OC angle</th></tr></thead><tbody>
    <tr><td>Forming/Storming/Norming/Performing <span class="flag">🟢</span></td><td>Bruce Tuckman</td><td>Team development stages</td><td>Where a team is in its arc</td></tr>
    <tr><td>5 Dysfunctions of a Team <span class="flag">🟡</span></td><td>Patrick Lencioni</td><td>Trust → conflict → commitment → accountability → results</td><td>Diagnostic ladder for team friction</td></tr>
    <tr><td>Dunbar's number / "two-pizza team" <span class="flag">🟢</span></td><td>Robin Dunbar (~150) / Bezos</td><td>Human group-size limits</td><td>The bite-size sizing Mike likes; Open Field's 150 clusters</td></tr>
  </tbody></table>
  <p class="ib-theme">7 · Measurement &amp; ROI (Inga's spine)</p>
  <table class="ib"><thead><tr><th>Framework</th><th>Origin</th><th>Core idea</th><th>OC angle</th></tr></thead><tbody>
    <tr><td>4 Levels of evaluation <span class="flag">🟡</span></td><td>Donald Kirkpatrick</td><td>Reaction → Learning → <strong>Behavior → Results</strong></td><td>The move <em>off</em> one-time workshops → observable behavior + results</td></tr>
    <tr><td>Chain of evidence / line of sight <span class="flag">🟢</span></td><td>L&amp;D commons</td><td>Link the work → org goals</td><td>Inga's "chain of evidence" intake</td></tr>
    <tr><td>Leading vs. lagging indicators <span class="flag">🟢</span></td><td>management commons</td><td>Predictive vs. outcome metrics</td><td>Pick metrics owners feel early</td></tr>
    <tr><td>ROI / Level 5 <span class="flag">🟡</span></td><td>Jack Phillips</td><td>Adds monetary ROI to Kirkpatrick</td><td>The "prove the ROI" capstone</td></tr>
  </tbody></table>
  <h2>Through-lines (where OC coins its own catchphrases)</h2>
  <ol class="ib-list">
    <li><strong>The two-state core.</strong> Below/above · drama/empowerment · threat/safe · defensive/curious · victim/creator — the <em>same binary</em> OC can own as a <strong>spectrum</strong>. → coin the catchphrase ("the line" / "the shift").</li>
    <li><strong>State → regulate → choose.</strong> Notice your nervous-system state → regulate → choose your stance. Neuroscience + agency = <strong>OC's loop</strong> — name it.</li>
    <li><strong>Change is a transition, not a project.</strong> Bridges + Kübler-Ross + Lewin = the human side SW's systems don't touch. OC's lane in one line.</li>
    <li><strong>Intervene at the right leverage point, sized right.</strong> Meadows + Cynefin + Dunbar/150 = OC's "where + how big" method.</li>
    <li><strong>Prove it with observable change.</strong> Kirkpatrick (behavior+results) + chain-of-evidence = OC's ROI spine (Inga). From "workshop" to "engagement with proof."</li>
  </ol>
  <h2>The "Open Frame" assembly (working sketch)</h2>
  <ul class="ib-list">
    <li><strong>Intake / questionnaire</strong> = Inga's ~8-barriers diagnostic + the <strong>Change Check</strong> (above/below) → sets the chain-of-evidence baseline + reads the team's state.</li>
    <li><strong>Module 1 — See the line</strong> (two-state core).</li>
    <li><strong>Module 2 — Regulate</strong> (nervous system / safety / threat).</li>
    <li><strong>Module 3 — Own it</strong> (agency / 100% responsibility / locus of control).</li>
    <li><strong>Module 4 — Move together</strong> (team dynamics / conflict transformation / right-sizing).</li>
    <li><strong>Module 5 — Make it stick &amp; prove it</strong> (transitions / leverage points / measurement + ROI).</li>
    <li>Each module = an <strong>OC catchphrase</strong> + the <strong>manufacturer-safe translation</strong> + the <strong>diagnostic tie</strong>.</li>
  </ul>
  <p class="ib-note">Next: confirm attributions + trademarks before publishing derived copy; pick OC's catchphrases for the through-lines + modules; map the intake to the chain-of-evidence (Inga + owner interviews); decide which frameworks make the v1 cut. This board is the menu, not the meal.</p>
 </div>
 </body>
 </html>
@@ -1,6 +1,6 @@
 # Open Communications
-> Open Communications is the human side of change for Canadian manufacturers. The systems are the easy part — we help the people in a shop trust the change, share what they know, and lead through it so the work actually sticks. Open Communications is the people side of Shop Wisdom.
+> Open Communications is the human side of change for manufacturers. The systems are the easy part — we help the people in a business trust the change, share what they know, and lead through it so the work actually sticks. Open Communications is the people side of ShopWisdom.
 ## What we do — the work happens in three places
 - Coaching the people who carry the knowledge: one-to-one coaching that helps retiring veterans see the value in passing on what's in their heads, and actually want to.
@@ -8,7 +8,7 @@
 - Redesigning the process that could work better: structured working sessions with the people closest to the work, mapping how it really runs and building a better version the team helped shape.
 ## Who it's for
-Canadian manufacturers navigating a change, a succession, or a system rollout where the real obstacle is people, trust, and adoption — not the technology.
+Manufacturers navigating a change, a succession, or a system rollout where the real obstacle is people, trust, and adoption — not the technology.
 ## Key facts
 - Led by Michael Victory, with [Inga Michaelsen](https://www.opencommunications.consulting/inga.html) as an Associate.
@@ -2,14 +2,20 @@
 <urlset xmlns="http://www.sitemaps.org/schemas/sitemap/0.9">
  <url>
    <loc>https://www.opencommunications.consulting/</loc>
-    <lastmod>2026-06-25</lastmod>
+    <lastmod>2026-07-09</lastmod>
    <changefreq>monthly</changefreq>
    <priority>1.0</priority>
  </url>
  <url>
    <loc>https://www.opencommunications.consulting/inga.html</loc>
-    <lastmod>2026-06-25</lastmod>
+    <lastmod>2026-07-09</lastmod>
    <changefreq>monthly</changefreq>
    <priority>0.7</priority>
  </url>
  <url>
    <loc>https://www.opencommunications.consulting/change-check.html</loc>
    <lastmod>2026-07-09</lastmod>
    <changefreq>monthly</changefreq>
    <priority>0.8</priority>
  </url>
 </urlset>
@@ -1,5 +1,6 @@
@font-face{font-family:'DM Sans';font-style:normal;font-weight:400;font-display:swap;src:url('assets/fonts/dmsans-400.woff2') format('woff2')}
@font-face{font-family:'DM Sans';font-style:normal;font-weight:500;font-display:swap;src:url('assets/fonts/dmsans-500.woff2') format('woff2')}
@font-face{font-family:'DM Sans';font-style:normal;font-weight:700;font-display:swap;src:url('assets/fonts/dmsans-700.woff2') format('woff2')}
@font-face{font-family:'Lora';font-style:normal;font-weight:400;font-display:swap;src:url('assets/fonts/lora-400.woff2') format('woff2')}
@font-face{font-family:'Lora';font-style:normal;font-weight:500;font-display:swap;src:url('assets/fonts/lora-500.woff2') format('woff2')}
@font-face{font-family:'Lora';font-style:italic;font-weight:400;font-display:swap;src:url('assets/fonts/lora-400i.woff2') format('woff2')}
@@ -366,3 +367,8 @@ a:focus-visible, .btn:focus-visible { outline: 2px solid var(--amber); outline-o
    border-radius: 16px 16px 0 0; box-shadow: 0 -8px 26px rgba(15, 23, 41, 0.16); }
  .float-cta .btn { display: block; text-align: center; }
 }
 /* Change Check teaser on the dark statement band */
 .statement-link { margin: 22px 0 0; }
 .statement-link a { font-family: 'DM Sans', sans-serif; font-size: 0.78rem; text-transform: uppercase; letter-spacing: 0.08em; color: var(--amber); text-decoration: none; border-bottom: 1px solid currentColor; }
 .statement-link a:hover { color: #fff; }
Author	SHA1	Message	Date
mike	8a0a4d9dae	Update sitemap lastmod dates to match latest page commits (2026-07-09) Weekly site-freshness routine.	2026-07-12 19:15:42 -07:00
mike	78f5092152	Change Check: add missing og:image/twitter card metas Co-Authored-By: Claude Opus 4.8 <noreply@anthropic.com>	2026-07-09 15:35:26 -07:00
mike	76d284648f	Cache-bust og:image URL (?v=20260708) so LinkedIn refetches the new card Co-Authored-By: Claude Opus 4.8 <noreply@anthropic.com>	2026-07-09 15:34:40 -07:00
mike	88024fd1ee	New OC slogan cascade: "The better the tools get, the more human judgment is worth. Fear is what keeps it locked up." Replaces "New systems don't fail on the tech. They fail on the people." (Mike: slogan must prove understanding of worthiness, obsolescence fear, modern leadership; derived from the Mollick judgment-appreciation thesis via the resistance-personas work, own expression.) - H1, meta description, JSON-LD slogan, og:image:alt - OG card headline re-set (3 lines @62px) + PNG re-rendered - Statement band closes on the door out: "nobody who's teaching is obsolete" - Bonus: fixed two leftover "in a/your shop" -> "business" (canon) in meta + JSON-LD + llms.txt Co-Authored-By: Claude Opus 4.8 <noreply@anthropic.com>	2026-07-09 08:01:24 -07:00
mike	75edeef27a	Sitemap: add change-check.html, refresh lastmod Co-Authored-By: Claude Opus 4.8 <noreply@anthropic.com>	2026-07-07 21:16:43 -07:00
mike	b0ea946133	Wire Change Check entry points: nav link (all pages) + statement-band teaser Co-Authored-By: Claude Opus 4.8 <noreply@anthropic.com>	2026-07-07 08:04:59 -07:00
mike	f016ffdccc	Merge remote-tracking branch 'origin/staging'	2026-07-07 08:02:43 -07:00
mike	d1a4dd46c9	De-gate Canadian audience (mirror SW): "for Manufacturers", areaServed +US Title, og/twitter descriptions, JSON-LD description/audienceType, hero eyebrow, change-check meta, llms.txt. Identity (BC base) unchanged. Co-Authored-By: Claude Opus 4.8 <noreply@anthropic.com>	2026-07-07 07:57:58 -07:00
mike	9ba2e233f2	Self-host all fonts on inga + change-check (drop Google Fonts CDN) B612 Mono 400/700 + DM Sans 700 downloaded to assets/fonts; @font-face in inga.css / style.css; preloads replace the render-blocking Google stylesheet. Co-Authored-By: Claude Opus 4.8 <noreply@anthropic.com>	2026-07-07 07:47:33 -07:00
mike	95325e5785	ShopWisdom naming (one word) in JSON-LD/llms.txt + fix recursive footer line Footer now "practices owned and operated by Michael Victory" on all pages. Co-Authored-By: Claude Opus 4.8 <noreply@anthropic.com>	2026-07-07 07:10:01 -07:00
mike	3d6a022efd	Fix Call buttons: tel: fallback instead of mailto The Call buttons fell back to mailto: when the tel-rewrite script hadn't run, so tapping "Call" opened an email draft on mobile. Switch the static fallback to tel:+17789856736 (number is already public in JSON-LD, so no added scraper exposure). Display text unchanged. Email Michael buttons untouched. Co-Authored-By: Claude Opus 4.8 <noreply@anthropic.com>	2026-07-05 19:12:04 -07:00
mike	9428e7e3ee	Add Open Frame inspiration board (internal staging page) Private noindexed page rendering the framework inspiration board for remote review on oc-preview (staging). Not linked from any public page. Co-Authored-By: Claude Opus 4.8 <noreply@anthropic.com>	2026-06-26 19:11:10 -07:00
mike	cf28881bc1	OC: add the Change Check diagnostic (above/below-the-line 2-min quiz) Standalone integrated OC page (change-check.html): a 5-question, manufacturer-safe "is your team above or below the line?" check → tailored read (Above / On the line / Below) + tips + Book CTA. Top-of-funnel mirroring SW's Continuity Audit. On the staging branch for an isolated preview; not on main/production. Co-Authored-By: Claude Opus 4.8 <noreply@anthropic.com>	2026-06-26 09:10:43 -07:00