What's your question, Rob?

All right, mine says, what are some key indicators that tell you a season was truly successful? Coach Smith and I were just up here talking about how, you know, coming into a new job, we want to build, and I'm kind of speaking for both of us and echoing what he just said, we want to build tough programs.

A lot of people want to look at wins and losses at the end of the year, but sometimes it's the growth that you see that a kid has made.

Maybe he's playing football for the first time.

Maybe he's a freshman and you're trying to develop him for the next season and for his future.

So I think there's a lot of different aspects that we can look at.

Of course, it's always fun to win, but – I would say this year as a team, if we can grow closer together, we've got almost 70 percent of our team are freshmen and sophomores.

What's your question, Rob?

... how that idea came to be?

So first point comes back to the question of teaching and how do we teach subjects.

And you know, before you were recording, I think, I don't think we were recording, we were talking about the canon, the notion of the canon.

But you know, you can pick whatever field you want.

Let's stick to science, although it's fun to talk about the canon and literature too.

But in, in science, you know, we can definitely look at what is required of physics majors or biology majors at your place, my place, Iowa State, WashU in St. Louis, University of Washington, Harvard, whatever.

And we will come away with a sense that each of those fields has a notion and a sort of an identity of these are the things that you need to know, so to speak.

So for experimental biologists who might be interested in a concept of exploratory dynamics, what kinds of open questions do you think there are for this way of thinking, and what kinds of things can an experimentalist do to try to help move the idea forward?

What do you even think, uh, why is this a Newtonian moment for biology?

It's such a, it's such a cool thing, and it is indeed related to what I just said about the history of science.

So, you know, physics has had these episodes, I guess you could say, and maybe they last a century-ish.

And one-- the first and great one was mechanics as it applies to the celestial bodies.

In the eighteen hundreds, we did heat and temperature and figured out that mess.

We figured out what happened with electricity, magnetism, and light.

You could say the twentieth century is when we probed the nature of the atom.

Now, that's a lot of the activity of the cell, um, but you don't hear a biologist thinking of, of the charge, you know? And, and will this kind of thing, to actually go back to and bring in some basic physics tools, um, is that cool projects?

Yeah.

And I still believe that, but one of the things that I've come to realize in, in, in just the recent couple of years is that it just seems a lot of the world is more motivated by fear than greed, right? So when you look at a lot of the received economic theories, it has a lot more to do with, you know, managers are going to stick it to you somehow in their sort of greedy, narrowly self-interested way.

And, and what we need to do for corporate governance and for strategic management is avoid some of that.

And I think that interestingly this, this, the, the fear versus greed, if you will, versions of responsible business are currently re- being reflected, uh, in a couple of court cases that I'm keeping my eye on.

Uh, so, so one of them says it's, uh, it's against American Airlines down in, uh, I wanna say Texas.

Um, and, and the, uh, and the argument is that in investing, in using any sort of ESG, uh, filters, that you're actually cutting against the fiduciary duties to your investors or to, in this case, your pension plan participants.

Um, then there was a, you know ...

Yeah.