But, um, but I'm not familiar with mind maps, so I wanna have you kinda tell me about those and explain those.

What's neat about frameworks like that is you get a set of questions that you can ask, and you can go and check those things off the list because now you're filling in blocks and you're filling in, you're filling in blanks as you go through it.

And as you fill in those blanks, now things start to become more complete, and y- it ideally helps you avoid certain blind spots, which are the ones where you kind of just let the norms work through even though they're not written.

It's just kind of the way that we work type stuff.

So that's where tho- a tool like a RACI can be super helpful because you may know all of the questions to ask, but when somebody else sees the chart and sees you going through, now it's not about Mike or AC asking those questions to make it really hard, it's, uh, because they're trying to make it more complicated than it really is.

So that's, that's the benefit of frameworks like that.

A view that I have, and this is an Einstein thing, but it's as simple as, uh as simple as possible, uh, complex as necessary.

So, you know, Mike, what are common mistakes or anti-patterns that you see leaders make with organizational change initiatives? Sort of why is that a problem, you know, for, for the examples that you think of, and, like, what do you recommend that they do instead?