 The emotional investment in the task at hand. So psychological safety, Amy Edmondson researched this, and you might have heard of this before, Google recently, announced that it was their most critical trait in their most highly effective teams. Some of the leading organizations use this, and I believe that applied supervisors are powerfully and uniquely suited to play this out and to execute it for our clients because this is what we do. Now, she had a quadrant, and if you're talking about organizational development, you gotta have a quadrant. What disc are you, what color are you, whatever. So allow me to share improv's quadrant. When you have a low yes and a low end, you are the blocker, right? You are the blocker. You are the individual that isn't, isn't agreeable, and you're not putting forth your effort. We have a passenger who has a high yes and a low end, and I like passengers around me. They, in my organization, in my workplace, they tend to agree with everything I say, but they don't contribute. We have individuals like this who are often new to an organization, and they don't yet have the confidence to express their voice. The driver, a high end and a low yes. Do we know this gap? Yeah. On stage, right on stage, we've got him saying, okay, everybody into the rocket ship, and get the weapon, and you've got the aliens, and we get it, you know? And we're following around and we're following behind, and we're trying to keep up with him as fast as we can. This is an interesting individual because in Amy Edmondson's research, she has found that this is the anxiety zone, and let me tell you friends, it is often from a good place. They are well intentioned. They have a high level of personal responsibility to get the work done, but this is the type of individual that you might hear say something like, if you want something done, you gotta do it yourself, right? I'll do it, I got it, I got it. And they have a high level of personal accountability, and yet they feed into it, and they develop more anxiety, and they have an inability to listen and hear the rest of the players. This individual is who people leave. This is in organizations, people do not leave their jobs, they leave their managers. And individuals in this anxiety zone need to be recognized for both the effort and the good intention and the damage that they do. Going for in a good and effective improv scene is the generative zone. We need to be able to co-create, and we need to be able to elaborate and listen to each other's offers and add our own voice. What we have in Amy Edmondson's work, when we are able to establish the culture as one of a learning, and not proper, and perfect execution, the culture changes, and it is a game changer. We become psychologically safe to think of new ideas, innovative ideas, our creative ideas get heard in a very real and positive way. Okay, how do we do that? What is the practical application of this solid scientific research in an improv workshop? So I lead you now to the work of David Roth. David Roth leads the Neuro Leadership Institute out of New York, and he has a brain-based model for collaboration and innovation and influencing others. It is his contention, and deeply based in neurological biology, this is true, that we are all deeply social animals and every single social interaction that we have is either going towards a social reward or away from a social threat. His acronym for this research is called SCARF, and SCARF stands for Status, Certainty, Autonomy Relatedness, and Fairness. And there are umpteen different ways of different improv exercises that we can establish status and deal with the comfort and discomfort of certainty and understand what it's like to have autonomy taken away with a manager who is high in the anxiety zone. All of these can be played out in some deeply powerful experiential learning because that is where the sweet spot is. Barbara? Two minutes, I'm totally good. The uh, Barbara, this is- I don't know, I don't know, let's see. The uh, this morning, oh my god, and this is getting recorded, I'm just, professional is what I was doing in the bathroom this morning. I was talking about AI and being at a crossroads, and I could not agree more because let me tell you that I don't know if anyone else works in the tech sector, but our lives and technology and society and the nature of work is changing. 60% of the jobs that we will have in five to 10 years have not even been invented yet. Our high school graduates are, I don't know the title of jobs that will be available to them. And yet, and yet, every corporate leader and thought leader and researcher is talking about the two, the two most important skills that we must have for the future of work, and those are collaboration and communication. We are so well prepared for this. We are, there is, we know IQ and we have now had a solid decade of EQ. Watch for the tsunami of literature coming out about AQ. Welcome to Adaptability Quotient. Paul Harvard and Stanford and Northwestern's research into this. No, the Adaptability Quotient is that ability to mentally pivot, think on your feet, deal with over-dictability. It is applied improvisation.