the next part about making changes. The hardest part and usually what turns most of us away. It's what I've chosen to eloquently call agitated inquiry. Um, and I mean it in two ways. I mean the ability to ask tough questions and also the ability to navigate tension, tension and conflict. Tension in the kind of things we were talking about earlier. The got to get stuff done, but I've got to plant the seeds for the new. So if Discovery was about sort of capturing these exotic conversations outside, agitated inquiry is kind of beating up inside your ideas to make sure their sturdy to have those conversations inside between people to make sure that you're ready to go to go forth. What you're doing is you're beating up your ideas to make sure they're ready and worthy to go the distance of time. So to me, it starts with really good questions. One of things I feel like I've had to learn in my career is how to ask better questions. Too often we ask questions because they won't approve how smar...
t we are because you want to say gotcha. I know I'm better. I'm smarter than you are. Gotcha. You didn't exactly know that, did you? He didn't remember that number on page five of last week's presentation of 300 pages. Gotcha. But the reality is in this sort of phase of okay, are we? Here's what we've done. We've given ourselves permission, Did fight for better. We've discovered we've got a good story of vision of where we're going. But how do we know it's gotta beat it up a bit? So maybe the first question to start with is, What problem are we trying to solve? Are we doing this because we can, or should we do it? Why us? Why me starting a new business? Why me? Can I answer? Why me versus someone else? Maybe you're just starting something, and I love this positioning. Here's my hypothesis. It's a great way to think about. It's not get you off the hook a bit. You don't have to say, Here's and here's the best answer I've ever had, or here's the definitive way we should do it. Too many people do that already. Maybe your path is to say I have a hypothesis. We have a hypothesis. What if it's true how will we know? How can we test it? So I love some of those kind of questions as a way. Teoh change. Change the angle. Another one about timing. Why now? Timing is a critical one. Why should we do this right now? Just because you want to thes gauge may help you in some of those other things you were asking earlier, Aziz to how'd how'd away filter filter through that? One of the things in terms of conflict that I've loft and liked is actually a practice kind of. I call the Red Team Challenge where you're pitting one team against another. It's a very orchestrated way of creating conflict. This comes from military world. You've probably heard of Red Team Blue team exercises, military, the military. Does I like this with teams? I like this even just to do this with myself. It's a bit schizophrenic, but to sort of have point counterpoint in terms of how you how you think about it. Um but what you're doing is you're setting up two teams and you're intentionally giving them opposing points of view and a platform to do that. When we were launching our clean tech effort of imagination. We do this very deliberately. People were there was a lot of debate even then about, um especially then I should say about climate change. And so what we did is we took actually the science and engineering teams who were very pro fossil fuel. We said You must be about global warming and climate change, and we took the climate change experts and said, You must be about fossil fuels and we staged an orchestrated debate out of that. The the definitive answer was, Climate change is gonna happen. It is happening and here's what we think we can do about it. But it was really important that we forced people toe have that opposing point of view. So I think this is something I found really helpful when you can to create those mechanisms where people can have really this orchestrated debate.