And it's again, it links back to what you were saying about the left wanting to break it down to distinctive steps. Well, the right is like, see the vision. I can see the end product. I can see how it's going to work out. But don't ask me to give you a roadmap, I can actually deliver that.

Yes, two things that have been well established in psychological studies. One is of higher intelligent mathematical solvers and less intelligent mathematical solvers. Less intelligent mathematical solvers follow steps and can say at a certain point, well, I'm getting warmer, I'm getting warmer, meaning they're getting closer. And when they don't get it right, which they often don't, they have a result that they feel confident about. Now, the highly gifted mathematicians don't have any such steps and they can't report any improvement until perhaps as late on as even less than eight seconds before the solution has come. They say, I feel there's something there. So it's much less of a graded process. It's much, much of a deliberate process. And it is leaving things in that fertile, unknowing state as long as you possibly can before crystallizing out the answer. But everything about the way management thinks is to get the answers early, to get things crystallized early. But the more you press on the early stages of a process, you will reduce it to a certain level of the little that can be seen at that stage. So you need to take all these pressures off. And people will say, yes, but then if I don't manage it and don't keep measuring it, some people will not produce that they'll, whether they're just taking the mickey or they just haven't got brown to doing it. And so I'll lose that. And I say to them, yes, you might lose 20%. But if you don't do that, you'll lose 100% because everyone will come up with non-original stuff that's no use to you. There is no such thing as no risk in life.