 So if we look at ourselves, how do we recognize that we're causing friction on others? And what can we do to remove the friction that we may be causing on others? Ooh, I like that. So this is this notion, and this is true for all other kinds of organizational change too, is that if you just point fingers at other people and say, I'm not the problem you are, it doesn't work because what happens is it becomes an orphan problem and it's all about blame. And yes, I'm as happy to do recreational bitching as much as the next person, but when the stuff actually gets fixed, it's when everybody takes it upon themselves to fix it. So one of the examples that we have in the book and we've been in touch with this doctor, there's a doctor named Melinda Ashton. She's at Hawaii Pacific. It's the largest healthcare system in Hawaii. And we all know, I don't know about in Columbia, but in much of the rest of the world, when you go to the doctor, instead of looking you in the eye, they just look at the screen of the electronic health records. We've probably all had this experience. And so that's the electronic health records had a lot of friction to the healthcare experience. But rather than saying, oh, we have to throw the whole things out, what she did was she ran a sort of a change effort called Getting Rid of Stupid Stuff. And this was published in the New England Journal of Medicine, Getting Rid of Stupid Stuff. And she had everybody go through who was part of the system and make suggestions about ways they could subtract sources of unneeded friction. And usually that was steps. So just for example, they got rid of one of the steps that every nurse and nurse assistant was required to make when they did rounds. And that got rid of 24 seconds for each visit. And this ended up being like something like a thousand hours a month in the whole system. And to me, that's a pretty good model of rather than just complaining about it and pointing fingers, we all work together to find the problems. And then there was a group who had the power to implement the solutions. And that's the opposite of, it's a simple example, but that's the opposite of teaching it, of treating it as an orphan problem. And it's also a sign that, gee, I have some stories about things that get fixed suddenly and all at once. But in real life, it's like a discipline. It's like exercising once doesn't seem to work. If you do it once a year, it doesn't seem to work. You got to do it as part of a discipline. Well, that brings up an interesting concept that you have in the book, which is chicken effers and hollow Easter bunnies. Can I use the word fuckers in this? Am I allowed? Absolutely, you're allowed. So this comes from my friend, Becky Margiad. And Becky, she went to West Point. We went to West Point a long time ago when she was one of the only women there. She was like five one. And I love what I talk to Becky is it talk about friction. The way she said she got through the hazing at West Point when she was a first year, she said, my view was that the upperclassmen who were taunting me were just really funny. So I mostly get in trouble for laughing at them. So that's Becky anyhow. So she goes through her military service and then she's looking for something to do after she's in the military, is a captain for seven or eight years. And she gets involved in the homelessness problem. It's very serious, of course, in the United States. Eventually she led a campaign that found homes for 100,000 homeless Americans and has done all this stuff. But one of the things that she learned in the military was that when something went wrong, and she has a story that she kind of wakes up her commanding officer at three in the morning and she looks at Becky blearily and Becky describes the problem. And the commanding officer says, well, who's fucking this chicken? Which is apparently military speak for who is in charge of fixing this thing? And so then fast forward to the 100,000 homes campaign that Becky and her team was trying to get people all over the country to actually find homes for homeless people, because that was her definition of success. Homeless person put them in a home, that's count as one. So, and there were some folks where people would just talk and talk and talk and talk and do nothing. She called them hollow Easter bunnies. You know, the kind of people- The worst. The worst, the people who use talk as a substitute for action, they're bullshiters. And she started giving this little speech about who's fucking this chicken and people love that speech. And so they gave this award to people who actually got stuff done, which was, and they gave them a little tin chicken, a rooster actually, because that's what fucks with chicken as a rooster, right? That's my understanding of how these things work. And so anyway, so that's Becky and Becky is totally a character. I mean, and now she's helping other large nonprofits like the Gates Foundation with other sorts of large scale change. But that's Becky. And so, and the lesson in sort of and without the obscenities is that in organizations that are good at fixing friction, rather than using talk as a substitute for action. So the bullshit, the plans, the meetings, the speeches, the training, which is all nice. And it does motivate action, but when it becomes a substitute for actually doing stuff, that's when we start having a red flag that we're just spooing out nonsense and not actually getting stuff done.