Yeah, really

... we do, we do really want, um, we want to help...

Well, first of all, say, you keep, you keep referring to us as academics, which is true, but I will say that our journey, our trajectory has been such that because we've been focused so much on systems thinking as something you can do, something you can teach, something you can learn, we sort of, I don't want to say divorced ourselves, we sort of think of systems thinking no longer as a impenetrable academic field, but as actually a set of things that you can do, that you can teach, that you can learn.

So I think understanding the system is a way that you honor the system and you honor your relationship with that system, right?

Yeah

... of these moves, and, and realizing...

The biggest moment is realizing that you're building mental models as you're experiencing reality, and that those mental models can get more and more approximate.

So I'll tell you, I had a very difficult childhood.

Medical researchers in New York in 1960 proposed instead of trying to keep the squishy, needy human body alive in the unfriendly vacuum of space using some kind of pressurized suit- Modify the body

They coined this term thinking about humans that will be enhanced to be able to go to extraterrestrial missions.

It was this idea of we're gonna be in an environment that humans will not be able to survive by themselves, right? We will need technologies to be able to survive.

Laura says removing implants may also be risky.

If you leave them for, you know, several years in there, there's a lot of tissue that it gets formed around.

Is it safer to just leave them in there and just disconnect them so they're not bringing any enhanced capacities?

Yeah.

So we gave them a problem to think about, to think through, and then we had them create a visual of their thinking, like a map of how they were thinking about it.

We analyzed those maps to see the degree to which they were actually using these four fundamental patterns, distinctions, systems, relationships, and perspectives.

And here's what we found out of 34,000 people.

And I'm going to reduce it.

Let's say let's say we take all of those 34,000 and we just reduce them to a team of 10 people.

So if you have 10 people at the table and you're in your team and you say, hey, we're going to think through or solve this problem.

It seems like quick fixes often create unintended consequences that we don't anticipate.