Do you see where I'm getting with that? If you look at, for example, the new generation,

Often people complain that they spend too much time on the internet because they play video games and, you know, they leave on their phone.

And I think that's also important to understand that if your digital identity, your status quo is level 400 something wizard, and you're a cool guy in a digital world, what is the motivation for you to go outside in the real world where they call you maybe a nerd? or you get beaten up, or nobody talks to you, it's not a lot of motivation.

But that's not a problem of the new generation.

A lot of people feel isolated.

So that's why they talk to an AI, because the AI can agree with you.

You feel heard.

So is there any hope for me at all or what do I do? If I'm a manager of a team, how do I move forward?

What would be kind of your main takeaway that listeners should take from that book if they haven't read it?

I think the main idea is that, you know when you have the feeling that you talk to someone and you think that, "Oh, yeah, look at that.

They have common sense.

They are really smart," then usually what we mean by that is that, "Oh, they think like us, so it's comfortable." Nothing to do with intelligence.

And this is really important, that the brain likes what is familiar and what's predictable.

That's why it's trying to keep you in the comfort zone.

So it's a good feeling, and that's, that is one of the strongest forces in team dynamics.

What does it look like with one real team when they start measuring psychological safety?