Um, what you're seeing about the journeys of, of leaders who are, um, able to be in a more emergent inquiry list, deep listening kind of way of being, uh, with some of the wicked issues that they're facing.

Yeah.

So, um, wow.

We do have eight hours for me to answer this question, don't we? Um, you've kind of hit the nail on the hat.

Okay.

Uh, And there's kind of a very short answer to this, and there's a much longer answer to this.

The short answer is, well, there's a pre-answer.

So I'm just wondering, Rick, what's your sense of how do we develop that capacity in human beings to deal with the complex?

day and age? Much, much more complex.

Much more complex.

So, complicate things, work by rules and laws.

And do the same thing, you get the same result.

But complex... come up when you have agents, you could think teenagers or people or work groups or companies or industries or even countries.

So you have agents who can interact and who can adapt.

And when you get those three properties together, you get a whole different set of outcomes or a whole different set of properties.

So let me give