... and our viewers.

All right.

So for those who are watching, here's a little demo.

So years ago, I, I wrote a book called, uh, The One Day Refund, and that was, uh, several years ago.

And when I was researching for that book, I came across this study out of the University of Virginia, I think, and it, uh, talked about the idea that when we're presented with problems, we tend to have what's called addition bias.

So we add things all the time.

And so I started playing around with this little bridge, and you can see it's a little bridge that's a bit crooked, so one side's higher than the other.

Do you wanna just share a little bit about why do we instinctively add more?

Hey, Donna, if you get back from holidays and there's a stack of them, are you being inconsiderate if you're just a bit short?

Look, I don't know.

I don't know about that.

So, first of all, people aren't lazy or disorganised or whatever or lack of discipline when they get back.

It's just often a coping response.

There's just so much information.

I mean, this is why Macro did this research because they're trying to figure out how we help people When they do get back, because, you know, on average, 165 emails, I reckon that's below average.

Either way is okay.

a bit of Lego.

And so for those who are listening, it's a little Lego bridge.

It's, I don't know, got a dozen or so things in it.

And one leg is longer than the other.

And the instruction is, how would you fix it? And so I'm holding up another Lego bridge.

And most people say, oh, I just stick the Lego piece under that and now that makes it even.

So under the short leg, we add another piece.

It

Do you find that people do this intuitively without even knowing it? And if so, how do they do that? How do they just get to the point where they do it rather than having to learn it?

Well, they don't do it intuitively.

So that's kind of the point is it's very rare that people are intuitively removing things and asking the question about what could we stop doing and what could we let go of.

No one's asking that.

They're all asking what's the app that could fix this? What's the project that could fix this? What's the new set of meetings and committee that could fix this? What's the policy we need to put in place? Very rarely in my experience, and I would say my experience, no one naturally goes there.

But once they're prompted, I call it, once I kind of show them the little bridge and show them the remove the red brick, I refer to that as the red brick revelation.

And so once you've seen it, you can't unsee it.

When a business is running at 100% capacity, all the people are at 100%, what do you think is the type of thinking that's disappearing when a business is absolutely at 100% capacity?