I think is more processing constraint. I think there's a danger at the moment we're jumping on constraints or there's a be all and end all of things. And then when affordances they're important, but they're not the only way. All right? Sometimes you might map constraints having done that type of intervention. Yeah. So I think you're right in the generalist specialist thing. I mean, generalists know a little about everything, so they can find novel solutions. The educational system isn't producing generalists anymore, even if industry wanted to recruit them. I mean, back in the 60s, when I was at school in the early 70s, it produced a lot. Yeah, because and that was the old liberal arts, even if, I mean, I did sciences and maths, right, and geology. But I was expected, I wouldn't have survived in the sixth form common room, if I hadn't read the same books that the history six and the English six were reading, I was expected to know them. But nowadays, people I mean, my son did a chemistry level, he didn't read any of the novels that they were reading. I didn't see that. And you know that that's, that's dangerous. So if we haven't got that we've got to find processes to do it. Now. That's actually not too difficult. So for example, you know, puts the stuff I was doing at bath University years ago, we used to take people from completely different disciplines and throw them into teams for three months. Yeah, so we put a biologist into a civil engineering team. And they ended up producing a metallurgical version of a spider's web because nobody realised spiders could do that. So when they looked into what the spider did, it gave them the right idea. So you can induce that. And that's one of the things crews do. The other thing that the sort of executive moments I've talked about, you know, using a sense maker, or using specialist teams, is to create associations and ask people what those associations mean. I think there's also things that I think this is going to come back in organisational development. So when I wanted to be a general manager, many years ago, I was put on the general management programme, which meant I had to do a year in production a year in support and year in sales and hit my targets. Right now I've done the year in production, not to be my job, I was a coder, I wrote, I've developed systems, but they learned to go support for you. And after that, I realised you couldn't say, you know, an average call takes this much time we have this much sickness. So we need those many people, you know, nobody's been in support, you would know that. And you also learn the heuristics, right? You know, if you have a major support problem, appoint somebody to give the client meaningless tasks every 20 minutes to get them off your back so you can solve the problem. Yeah. And that sound like practical wisdom that you'd never put in something. And I still remember my year in sales, I made my last sale on the last day of the period. Yeah, and I achieved the target. And I couldn't have done another year because I couldn't live with not being able to pay the mortgage some months if I hadn't closed the right level of orders. But I understood salespeople after that, and I never got into this sort of arrogant dismissal type thing because I knew what they went through. And we weren't allowed to become general managers without that experience. Now, I think that sort of thing we need to build back in because what happens now, if somebody does a BA in business schools, they go to an MBA in an elite school, if you go to an MBA, an elite school, you're not buying an education, you're buying a network. Yeah, they then join an elite consultancy firm where they produce spreadsheets and reports. And then they get parachuted in sideways to senior management, with no experience, and the only way they know to manage is by statistical control. And of course, that's deeply damaging. So I think we're gonna see reversion on that the Japanese interesting, never got rid of lifetime employment and apprentice models. Not for their elite, they always made sure they had that. And I think we'll see those sorts of things come back in. Because that institutionalises, the integrative cuyp Road, and as you go up to management, I've said this many times, the higher we go management, the more you only meet angry customers. Now, this is just a feature of getting into senior management, right? Because you're the first point of escalation. So you have to develop a whole bunch of ways of diffuse intention. And you can't solve the problem anymore. That's the other key thing is you're a senior manager, you can't solve the problem. You can create space and find ways that other people can solve problems. And a lot of people just don't make that transition. They try and work out what the solution is. Yeah. So and your job is to coordinate, you're not making decisions anymore, you're coordinating interactions. And without giving people that sort of experience, and again, I think you see acceptation in people in those roles. The only thing you can do, and this needs to be in it is translation transgenerational pairs. So we know that brain plasticity locks down well, periods of brain plasticity are up until two or three. A lot of your neocortex processing is done by whoever looks after you.