 Our next speaker has written the book, Decision-Making for Dummies. And that helped her articulate some of the more complex dynamics that power humans and companies. And now she will share with us handling uncertainty in the decision-making process, bringing your body's technology online. So ladies and gentlemen, bring some energy into the room, stand up and give a warm applause to Dona Jones. Wow. Thank you very much. It's nice getting here and finding out people are listening to the podcast. They're reading the articles on the Huffington Post. And now I have a new podcast running as well. So it's nice to know that all that that I'm doing in my little cave is actually coming out of the other end and being a value to somebody. So that's pretty cool. We are. Whoops. That's not what I wanted to do. Is this where the wizards come? And let me just try this. Oh, that wasn't what I wanted to do. We are at what is called a bifurcation of human consciousness. And what that means is that we're at a split where the old systems, the old systems thinking, the old systems theories are no longer capable of handling the complexity that we're in now. And we're seeing that show up in the struggles that large companies are having, the ones that are traditionally managed, where they were set up on hierarchical principles of command and control. It doesn't mean hierarchy is wrong or bad. It just means that those principles aren't really working so well anymore. So we're seeing this shift. And in fact, I just did an interview with Urban Laszlo Global Systems Thinker. It's on the new podcast called Insight to Action. It's called What is Reality? Because when you think about it, you go into every environment and you see reality through the lens that you bring. And so that question helps us reshape and reframe how we think about consciousness and how we think specifically about the interactions that you set up in the company. So that is the split. It's asking us to go much deeper. Oops. I think my buttons are... So what we have... Sorry, I've not flown one of these things before, so I'm having a great time with it. What we have in traditional companies is like a horse race. These horses know they start at the beginning and they end up where they... They're going around in circles. Most companies don't know that. And the insight that I noticed that came out in the beginning that you might find valuable is that most companies are still basing their decisions on beliefs. They're basing their decisions on the belief that what worked in the past or that past things will apply to the future. That's absolutely not true. As was pointed out in the last talk, nothing's predictable. Absolutely nothing. We don't have control over anything except our response and ourselves. And so collectively we can choose to lead differently, and that's very powerful. Absolutely very powerful. So the certainty part of it is that you have trust and confidence in yourself. That's the absolute part of the certainty. The other part of the certainty is if you... If the company that you're in or that you're managing or that you're running or if you continue to run it based on the traditional practices, you will be doomed. There's no question about it. We're at the very strong part of adapt or die. Joseph Chilton Pierce said we actually... He's a social developmental biologist. He actually said we have contained within us a deep capacity, deep creative talent that only adversity can bring forward. This is the place where instead of going to the remote television playing golf or getting lost in some of the many escape arts we can do, we dig deeper. And we dig deeper into ourselves and find a spirit that collectively we can plug in and change the world. And by that I mean change the world. Pick big massive transformational goals and purposes. That is the number one point to come out of this part of the conversation. So most companies right now are saying let's get to the quarter. That does absolutely nothing for human creativity. You can just feel it. Let's race to the next quarter. Let's be like those horses. It's like, yeah, it's not going to do it. So we're talking massive here. We're talking child poverty. Pick a big issue that you know you can't do alone. Pick a big issue that you know the company can't do alone. That's the kind of issue. That's the kind of purpose that will galvanize that creative talent. So you're thinking big, 10x big, Google type big. The implication is that the kinds of thinking that have been habitual in the past and in most companies that's analytical thinking, very linear. Input, process, output. That's linear, very linear. That kind of thinking again is that it just doesn't work. Because I mean picture a complex system. There's all these things going on. And the idea is we're going to run like that. It's not going to happen. So it's asking us collectively and individually to back away from the idea that past present future, past present equals future, and to step away and just say we created in the moment. It is a complex dynamic of beautiful interactions and you just never know what's going to show up and that's the beauty of it. So it asks for far greater trust in the deeper nature of who you are. Which is pretty darn exciting. So it moves from very linear to expanded awareness. No, it doesn't mean you abandon analytical thinking. It means you just know when to use it. There are times when you can bring it out and there are other times when it just, you can't see the picture at all. So what I'm doing in this part now is giving you the big picture and then we're going to move down into specific skills and then in the question time I want you to just go anywhere you want. Ask me anything. I don't care. Wide open. So the expanded awareness then helps, takes us back to the brain. We've heard a bit about the brain already in a couple of rooms. You know that when you're in an organization the brain is highly valued. It's very mental. So change is driven through thinking it through as opposed to feeling it through. Emotions are sort of those things that we need to re-regulate them and the idea, the code under the word regulate is we control them. But in actual fact the emotions are your strongest ally right now. And they're the strongest ally in change, but it means looking at it quite differently. So one of the things that decision makers are doing is they're, as I mentioned earlier, they're basing their decisions on beliefs of the past. So one of the top biggest core belief we have right now is that you are in business to make a profit. That is your purpose. And if you think that, that company will no longer exist because it's not good enough. And what happens in the decision making is it narrows the frame. And what that means is you don't see anything that creates the profit because they're too busy running after revenue and not brain science wise thinking about how to do things like create savings. So I just finished doing an interview with J. Joseph Bregdon. The Huffington Posts article will go up tomorrow. No, Thursday. We'll go up Thursday and the podcast will go up in a couple weeks from now. He has had a portfolio since 1996 of 60 companies. These are companies that manage themselves as living systems. They understand they're part of nature and they understand that in order to sustain themselves they need to adapt and adjust constantly. These companies have a median, an average age of 100 years. They are long-term companies and they've been around for a long time. So they see the world very differently and the financial results that come out of companies that think like that and see like that are significant. Significantly higher, by the way. So that changes. It shows you how the decision making alters the results. The bottom line is here, as I've said before, you're the app that you're waiting for so we're going now into the inner technology that you bring inside yourself because we have decision making apps. There's a bunch of them out there that you can pull up and drain. Every time I see that I think, yeah, that's cool. You might be able to use that to offset a few biases, hopefully, maybe. Because awareness is one thing that does not counterbalance bias. You actually have to design for that. But at least by being aware that you're biased, then you can take those steps, which does help. So let's take a look at the inside of what goes on. This is your energy field. It emanates from the heart. The major work that's been done on this, the HeartMath Institute in Boulder Creek, California, they've been doing this work for about 30 years, different kinds of research projects, and with honor recruiters as well. So your heart, your energy field looks like this. The heart zone, find the right term for that. The heart zone is about 5,000 times stronger than the brain. The brain is electrical, and the heart is where the electrical and the magnetic come together. So that's your field. Now, that means that where you're sitting, if you kind of sense how you're feeling, know that your heart beat can be measured in the person next to you, brain waves. So your fields will overlap. How many of you have ever gone home at the end of the day and just felt drained? Absolutely drained. Or over, so gone home and felt jazzed. These overlapping fields then have a big influence on how you feel. They have a big influence on how you make your decisions because your emotions are always affected by it. That limbic system that was pointed out in the keynote works, well, I'll explain how fast it works, but it works phenomenally faster than the brain could. So when you're in groups then, let's, in this picture here, think of your organization. You've got a group of fields going on, and I think it's interesting work in this because when I was facilitating a lot of organizational change, I would notice that I would go into organizations and I'd be seeing patterns. Really easy to see the patterns. And I would find that because these patterns existed, it would tell me that there were patterns of communicating, patterns of relationships. And in situations where those patterns were destructive or negative or backstabbing or that kind of stuff, the building itself adapted a footprint of that. So you could take all the people out and put new people in and you still had that problem. Now they're becoming very aware of that in the United States where they're revising the education system. They found it's easier to just take the building down and start a factory, like even not in the same location, just build somewhere else. And you'll also know if you go into certain spaces, certain ambiances, when you walk into a store, you can feel, retail is a really good place to experiment with that. I'm excited with doing that tomorrow in the workshop, but I don't think, I might, we'll see. But you can go in and you can feel the difference. So that's why that's important to you. This is the field of the planet, the geomagnetic field of the planet. And what's interesting about this is in September 11, 2001, just advance of 9-11, there was a disruption in the sensors that are stationed where just before, I couldn't use the picture because it's copyrighted, so you'll have to watch my finger. But just before the event, if this was the event of 9-11, the sensors started doing this, and then when the buildings got hit, it went way up, and then for days afterwards it blipped out. What that instigated was the idea that the Earth was registering a precognizant knowing that that event was about to take place. So that has started a whole scientific exploration into the global coherence, meaning if we can attune our hearts to feel better about ourselves and to feel better about the world and to contribute from a happier state in place and be at peace, then it will have a positive effect on the planet's capacity for equilibrium, which is kind of useful for us since we're on it. It also tells you a bit about intuition because intuition is precognizant. That means if you're thinking about it, it's too late. It's way too late. It's already happened. So your decision-making in that regard is done, and that is why most people don't know that 95% of their decisions are made intuitively and only 5% of them are made consciously, roughly speaking. That's a big difference. So now let's look a little more closely at how that works if I can get these buttons. Okay. Oh, got carried away. All right. So this is the second part, your intuition. Do you have three sets of intuitive strengths? No. For a long time, there's only been mostly tech that they talk about one, and that is innate knowledge. That would be these guys. The idea that you have picked up knowledge from all the decisions you've made, and so over time, the more experience you have, the stronger your intuition. And I thought, well, that makes a lot of sense. And then you're more intuitively attuned, except I'm working with street youth. And I'm asking them, you know, have you ever had a time when you've had a red flag go up and you haven't paid attention to it? And they go, oh, yeah. And all right, so what happened? Oh, well, jail or all these bad things happen. So, I mean, we all have intuition. The difference is that the longer and the more decisions you make, the stronger it gets. Because the more decisions you make, you build up a database that your intuition uses. And I'll explain a little bit about how, but there's actually a map of it in decision-making for dummies that I adapted from Gary Klein's work with the U.S. military. His is very complicated. Mine's obviously simpler. But it was just a way of sort of saying, this is how it works. It's a fast processing thing. So innate knowledge is one of them. That's all the great stuff you've learned over the years and tallied up and put into your database. This one I decided represented non-local intuition. That would be, how many of you have ever had a moment when you know something's wrong with someone you care about? Okay, that's non-local intuition. And I know there's some good stories in there too. Example was one of my friends sat down and she told me about her mom who was in the Ukraine. She was in Vancouver, Canada. And she kept having these dreams of her mom dying in horrible things. The dreams weren't very pleasant. So she'd call up her mom and say, how are you doing? She'd say, oh, I'm feeling fine. Everything's good. She actually wasn't feeling fine, but she didn't want to tell her daughter that. And finally she wanted to go and visit her and didn't in her mother's past. So these things are there. There was also something in the United States, a little note about a woman who was at work and her husband was at home working on the car. And she just said, all of a sudden she just had this feeling that said something's not right. And she got in her car and drove home and found out the car had fallen on him with the jack. So saved his life, basically. So these are the, that's non-local intuition. That's that. Two things happening simultaneously, but connected through time and space. And by the way, Urban Laszlo talks about this and what is reality interview too. So that's kind of cool. And this third area is the one that, the reason why this research resonated so strongly for me and it's called energetic sensitivity and that's the focal point, not only for a little bit more of what we'll talk about, but for tomorrow's conversation in the workshop, we'll be very much around how do we use this sensitivity that we have, whether you're aware of it or not, and use it for better communications, use it to sense your culture. Is your culture on track or not? Is your workplace healthy or not? And thirdly, decision making. Because when you can use your, the thing that I didn't mention, when you've got this field, that field is picking up social and emotional data as well as you've got facts going in. So it's taking all that data. Some people think that intuition is about emotion. No, it's one part of it. So it's this whole mash-up and that makes it a pretty interesting zone to be in for the most part. So data, that field that I explained, the field that you saw of yourself, which is measurable. That's how they came up with those pictures. The field processes data at different speeds. So anybody here ever felt overwhelmed? Like completely overwhelmed? Never. All right. So here's why. You're conscious mind, the part that you're trying to take in all the stuff. You've got your to-do lists and you're taking in all this data and it runs at about 50 bits of information, which actually, if I could have found a picture of a Volkswagen going uphill, I think that would have been better. I went around the world in a Volkswagen van and they don't like hills at all. And it wasn't even that. It was a bigger one, but they still don't like hills. And then the other one, the subconscious part, is running at about 50 million bits of information at the same period of time. Orp. So that's something that we're not aware of or that's just running all the time, which is what you want to take advantage of. So that brings you to how do you put this into play? How do you use it? And one of the things I notice in organizations is they tend to be looking at processes, they tend to be looking at behaviors, they want to fix behaviors through process, never really looking more deeply than that. But the real leverage points are at the belief zone, they're at the value zone, and the behaviors are shaped by what's going on in the context. This is biology. It's basic biology, actually. But when you put that into play inside organizations, you come in and your contextual awareness changes what happens. So you know that you will behave as I was pointing out earlier, you behave one way in one situation and you go into another, and you might observe yourself saying something the opposite which you just said over there, because the context has changed. So this is something to be aware of, it's just something to notice. I notice now because I've been traveling so much in different spaces, I can go into a space and the space will change my behavior. Will I get up and run in the morning? No, I'll do something else. It's really fascinating. So I put in this one with the solar flares because what a lot of people don't know is that we have some X-class flares and every now and again they get excited, they're solar flares, that's when humans go weird. So there's a correlation between solar flares and human weirdness at times. And so that sometimes when it gets really weird I'll get people calling me up and going, what's going on? So first thing you should check and see is there any solar flare activity because if there is it makes it easier. And then after that you can navigate. Sorry? It is, exactly, I think so too. I mean, you're having a bad day, we're having a solar flare day. Anyway, the other part of it is just being attention to what are you surrounded by? I'm going to do a digression. This is my daughter so I had to put her in there. But anyway, how are you feeling about what you're doing? What's your heart? What's your alignment between your mind? What you're thinking and what you're feeling? If you've ever been in an environment where you've heard mixed messages it's because the messenger had thinking one thing. I got to give this message out, feeling another. I don't believe in what I'm saying. That's how mixed messages get created. So contextual awareness. What's the situation? What's it calling forth in me? This is the reason why most executives, newly hired executives fail. Especially ones that are coming in from emerging, you know, up from the company. They're coming into new leadership roles. They haven't been prepared for uncertainty. They haven't been prepared for ambiguity. They haven't been prepared for things to be unpredictable. And that's where they will fail. So learning those skills to go into a context that's new and different, make the adjustments, expand your skillset. That's really key. So contextual awareness, I think, is one of the core values, or the core tools, if you will, for better decision making. Because as you move up into those executive decisions, it doesn't matter what size company you've got, you're going to be merging what you know, your facts, with what you don't know, which is everything else, and then making a decision from there. So the tool you have, and this goes back to what was being said at the beginning about emotional regulation, is about coherence. So coherence is, am I connected? Is my mind and my heart connected? Do we have a coherent connection? Harmonic connection would be the other term you'll see. Harmony, though, is not, we're always friendly and happy and loving, and that's not harmony. Harmony will have the difficult conversations. We can do it in trust. We are like actually working with diversity, because it makes things better, and it makes me better, it makes us better as a team, which means you've faced a lot of unconscious bias, and you've worked with that directly, rather than letting it run you. So coherence is the harmonic connection between the heart and the mind. And then the next area that's very, a huge ally for you in decision making in uncertainty is conscious perception. Now what do I mean by that? I mean you're aware of what lens you're using. Are you using a linear frame of thinking? Are you using an analytical mindset? Most big companies are still using an analytical mindset. Engineers have a fascinating time doing the adjustment here with this. Or am I looking at the entire system? Do I know where to back up and look at the entire system, all of life? What impact does my decision have? Will it have on my customers? Will it have on my employees? There are companies that are profiled in the article and the podcast, in these companies that move life, one of them reinvented itself by the executives served the employees. The employees have frontline decision making authority. They do all that decision making. But the executives are there to serve them. So they flipped the whole thing and made them incredibly successful. Sensing then becomes, instead of thinking it through, that is your asset for decision making in complexity and uncertainty. It's actually, complexity is a lot easier to work with in a whole lot of ways. It's very simple. It runs on very simple principles. There are principles of nature and it works quite simply. And if we put it in energy terms, if you want to know how your culture is going on in your organization, energy flows where attention goes. You have to walk in and observe. Where is the attention going? Where is the energy flowing? That will tell you exactly what you are creating in the moment inside that company and inside that workplace. So it's a really easy principle to use to know, have we got a healthy workplace here? Am I supporting a healthy workplace? Are we looking at things in a way in which we can provide that support, the sense of belonging, the shared goals and all those things. There's a lot of interactions that set the frequency of the space and that's what creates that trust, sense of belonging and shared goals. So there's some really interesting work that is coming out. Judith Glazer has done some work on conversational intelligence. By the way, this changes how you change companies because instead of changing companies using the mind, you change companies using the quantum social networks. So you change the emotion and that's a whole other talk but that gives you some idea. So you're seeing the social and emotional networks because those are networks of performance. That research work was done by Hewlett-Packard in 2005. A colleague of mine was with the she was the, I forget the title, but anyway, she headed up the inkjet division and so they had a thing where they just said, wow, we've got phenomenal performance every single day. How come we're doing that? Why is that happening? So she brought in a social biologist and he followed what he called follow the joy. He just followed the joy throughout the performance and they discovered that yes, they were organized like this as a hierarchy but the performance ran like that and most of it happened outside the boundaries of the company. So the network went well beyond the boundaries of the company. That was follow the joy and they were just following the social emotional networks in that case. And he said that every single organization in the military ran like that. So workplace culture is the strategic and decision making adaptive advantage. So the companies, the seven companies that are in this article that's going up on the HuffPo on Thursday and then the podcast will do, will profile on the book is called companies that mimic life but that's the only research based market based research portfolio I'm aware of in the world and if anybody has more and I've already been talking to a few people about cool companies to interview because we've had a lot of fun and Michael and Chris were on in January and we've got a, I've got a whole list of self-managed companies but we're looking really at helping, at providing models for other companies to go yeah this has been done already. There's so much fear around stepping into that experimental zone but it's been done and if it isn't being done it's being made up and iterated and co-created along the way. Leverage that system. Going forward here are your three simple things and I'd like to open it up. One is review your beliefs. I was doing a leadership development course delivering one, oh gosh long 15 years ago say and somebody popped up out of there you know what self-managed teams don't work bam that was a belief or mental model if you've read Peter Senghi's work so it was it was a belief there and was it true? Oh maybe over here maybe not there so it was one of those things that got taken and brushed take a good look at where you're making those assumptions about what will work and what won't and why and then replace it with just get rid of those beliefs because they're completely they're not serving. Be very clear about what's serving you and what's not is what I'm saying. Value based decision making design the future it's hard for people to do initially but the companies that are designing the future base their decisions on values. Values are transcendent they go above they're not we value money. No, no we value trust we value integrity but they don't put it on the wall you'll never see them posted on the wall. They live it it's just easier to live than it is to write about it and throw it on the wall. They just live it. So that's the thing is to go back and say well what do we really value here what values underpin this decision there's always going to be one anchoring decision Novo Nordisk's anchoring value is systemic health. If you get to a crunch in your decision making process you say well is this should we do this or not does it contribute to systemic health or doesn't it? Very simple. So those are the things when you get down to values you start getting down to the organizing principles and you can anchor it in one or two that will help you serve as a guide when the wind's blowing and there's a hurricane and you're not sure what's going to happen next at all. Transparency is also one of the aspects of that one of the interesting stories that came out of the Japanese tsunami was there was a plant that didn't melt down and the plant that didn't melt down didn't do so not because they weren't having the same problems but because they made the uncertainties completely transparent they kept saying here's what we don't know and they wrote it up and as they wrote it up they went and managed that they got that handle and then the next one came up so it was a constant process an iterative process of saying what don't we know and that tames the amygdala because it sort of says hey we're in control of our response we can do this and that's what happened there it's a really good story it's in the HBR question the assumptions that is something you can do all the time what assumptions am I making about this person what assumptions am I making about in our team what assumptions are we making about risk because risk has got so much bias embedded in it so that's an easy one and regulating your emotions the entire heart math step for doing that is in decision making for dummies but the easiest way to regulate your emotions is just to when you're stressed head out to nature go for a walk in the park nearby don't stay in your head because that doesn't solve anything but actually just be be still for a bit and connect and that will bring your brainwave state from beta down to alpha which is more creative and that will allow you to be calmer in the moment so that's one method if you don't have the time for doing that the other way you can do it is to think about something an enjoyable moment time with your dog family whatever makes you feel good and follow that that's generally the rule when making decisions in uncertainty or complexity follow what feels good it's a very simple principle so yeah in the workshop tomorrow we'll be playing with the stuff that has an impact on communication energetic sensitivity decision making and workplace well-being that's the book there you go questions hope that helps hope there's something in there for you questions please thoughts observations yeah well I guess there's two thoughts one is have you come to the place where you say look this is the one core value we have for the company and we're going to use that to anchor the decisions that we're not sure about okay well whatever so that helps that's the one side of it the other side of it is that as long as you can tie it back to a value what framework you're using for decision making because one of the things that I notice a lot of companies don't do is they haven't given any thought at all to how to make decisions they just run and go run and go and then clean up the messes afterwards so it's that's a bit of a problem and in the course of that there's a lot of people that don't get involved it should be involved namely the people that it has an impact on so laying out a decision making process it says this is like cocoon projects did a really good job of that I put them in the book but we've also done webinars on that and stuff where they just sort of made a list of their decisions from complicated you know strategic really important to the firm's success down to me and sort of then have the simplest tool to tackle each one in a time box for each one so it's intentional that's the other approach but as long as you've always got it coming back to core values if there's a real tension between those two you know like a decision that's based on a value going that way and a value going that way same decision the conversation has to happen because the tension is coming from somewhere that's sociocracy 3.0 right there yeah so the tension is is the value you might as well use it may not be the values it may not be the decision but the tension will tell you something that's in the emergent part that's the beauty of that it's like oh there's tension sweet let's work with that that help yeah good good anything else what would you say how yeah yeah you know what I think I played with improv I've played and I mean I'm I used to be a really strong linear thinker and still can be if I need to but it wasn't serving my brain would was hurting badly in complex the more complicated more complex not complicated sorry the more the more complex things got the less I could use my brain to make sense of it it was more a matter of feeling it all through first so it just came out of knowing that that the analytical stuff is really good for nailing down certain things but you just it's about widening that lens so how do you do it you get out and you experience different circumstance you put yourself in places that you would are completely unfamiliar where you have no idea what to do next the more out of control or the the more out of control you are the better chance you've got of being able to see more I didn't hear that here's the thing linear thinking used to work really well because they used to train facilitators so we used to teach them to go okay when you're doing root cause analysis you go back and you'd follow this linear path and that was quite handy there's a hole in the bucket you know you put the you patch the hole very easy in complex systems there's no way of knowing you can't isolate the dot because it's all interrelated so if you want to solve complex problems you can't use linear thinking it's that simple yeah that bad feeling about that kind of thing yeah and the other thing to remember is that what we've learned from brain science is that our brain just loves familiarity because its job is to keep it safe so the second something scary and novel comes up it's going to wake up and pay attention so naturally the complacency that you're seeing in a lot of workplaces teams organizations comes from that comfort zone it's not going to serve not only that there's no growth personally organization you can't play at all you can't do it in this kind of environment so it means disrupt yourself I mean that sounds cliche I'm afraid but it does mean that so if you find something you've never go to a music concert you have no idea what kind of music it is go find out you know play a video game never played a video game play a video do something that you walk in you don't know what you don't know the first thing to do that will help this is about mind expansion versus feeling safe I mean you know don't jump off cliffs or anything like that but keep physically safe any other questions thoughts observations did any of this ring true through yeah that's up to them my job is just to present the information I spent a lot of time researching this oh you mean if we look at the trajectory of human consciousness perspective absolutely I mean here's the good news the good news is we don't need everybody we just need groups of people that are ready to roll look at what goes on in the gaming industry I wrote a treatment for virtual reality program on decision making that wasn't really going to be on decision making and in the course I stepped out for about six months because I got distracted and I didn't know how to get what to do with it I come back in and oh man there's there's platforms out there vibe the new vibe is out there's just stuff is moving at such a speed so I think that the people that are half if you're in this room for having sake you're ready I don't think there's any doubt about that I think that the people that aren't ready don't show up they know intuitively it's not right for them it will be at some point I hope because it's a lot easier to be prepared than it is not to be but you know that's just yeah you had some questions I just wonder from your perspective you said the gaming industry on it but if you look at other kind of organizations how good are they on certainly decision making well if they operate like living systems they're very good because they are decentralized and they operate like the human body which really does function quite well when it's looked after so the organization because the human body is a conversation I had with cellular biologist Bruce Lipton back in 2005 and I did a because I just see it made sense these are replicating systems they're self similar you've got energy field in people you've got energy field in the planet you've got there's lots of science out there if you want to get nerdy about it so there's lots there did I answer your question from your perspective how good are organizations it's going to vary from those who are very early adapters in new technology no I mean overall we've got a lot of companies that I think are doomed so we have these conversations all the time I mean I'm on a call with Steve Denning every week along with a bunch of other people who are doing this work worldwide and we ask ourselves that question all the time who can actually adapt, who's ready to adapt are they going to wait until they fail in which case and I get calls from millennials all the time because I end up coaching in those environments which is they mount to what's going on and are they afraid or they just don't see what's going on and it's both because a lot of the boomer executives are in the place where they're saying I don't want to learn anything new and I just have three or four more years if I can just wait it out I'll get that pension what they don't know and I'm sure that the subtext reads and which may or may not exist but you know they're just aiming for the I don't want to learn anymore so overall what we're asking people to do what it asks people to do is move from doing the routine habit habitual stuff into learning mode that's the difference it's the difference in all these companies that see themselves as learning systems there's no resistance to change why would there be they know they can learn it just shows up and they just go learn so the resistance to change shows up in companies where there's still controlling structures where they still think they're managing people instead of managing the work and they and they haven't got the the overall mindset in place just to to give people a goal and get out of the way so I what are we seeing we're seeing startups figure it out some of the times we're seeing medium-sized companies figured out some of the times we're seeing larger companies that have figured out few and far between themselves is leaving the system been around for a long time like the ones I mentioned in that portfolio and then we've got big companies that are that are really struggling and will they be able to adapt fast enough the age is going down from I think it was 16 years last year it's now down to 10 years longevity this year study came it's dropping fast and when I talk to colleagues in executive C-suite in New York a place like that they just say whoa I just can't even believe what's going on there's been this company that's closed this one's closed so the choice is theirs I think the real question is you feel like learning what do you say interesting and we will talk more about this after lunch because you will be back in the panel discussion yes and you will be back tomorrow as well because we can choose your workshop tomorrow and you have two other choices to make you nothing reams will have a workshop regarding agile leadership and Mary Williams will have a workshop regarding be a brilliant people developers so you need to do your choice today and in the info desk you can do your choice the desk where you did your registration so we'll take lunch and we'll meet here again at 1240 20 minutes to one see you then yeah thank you