WEBVTT 00:00:00.000 --> 00:00:02.060 You know that feeling when your phone updates, 00:00:02.259 --> 00:00:05.059 like overnight? You wake up, you go to turn off 00:00:05.059 --> 00:00:07.360 the alarm, and the button isn't where your thumb 00:00:07.360 --> 00:00:10.400 thinks it is? Oh, yeah. It's moved like three 00:00:10.400 --> 00:00:13.359 millimeters. And for the next week, every time 00:00:13.359 --> 00:00:15.740 you try to turn on the flashlight, you're, I 00:00:15.740 --> 00:00:17.699 don't know, opening the calculator? The phantom 00:00:17.699 --> 00:00:20.460 tap. Yeah. It's a very real, very frustrating 00:00:20.460 --> 00:00:22.679 thing. It's maddening. And look, that's just 00:00:22.679 --> 00:00:24.640 a phone. That's just me before I've had coffee. 00:00:25.160 --> 00:00:27.620 Now, imagine that same feeling, but you apply 00:00:27.620 --> 00:00:30.260 it to an entire organization. a whole school 00:00:30.260 --> 00:00:33.119 district, a whole hospital. Right. Suddenly the 00:00:33.119 --> 00:00:34.640 upgrade that was supposed to make everything 00:00:34.640 --> 00:00:37.000 more efficient is actually costing thousands 00:00:37.000 --> 00:00:39.380 of hours because no one can find anything. Exactly. 00:00:39.619 --> 00:00:42.600 The digital furniture has been rearranged. And 00:00:42.600 --> 00:00:44.200 that's what we are getting into today. We've 00:00:44.200 --> 00:00:47.359 got this really fascinating kind of contrarian 00:00:47.359 --> 00:00:50.259 piece from Gary Ackerman at Hack Science Education. 00:00:50.500 --> 00:00:53.719 It's a blog post titled Contingencies and Technology 00:00:53.719 --> 00:00:56.340 Planning. Yeah. Published just this month, February 00:00:56.340 --> 00:01:00.049 2nd, 2026. And, you know, don't let that title 00:01:00.049 --> 00:01:02.929 scare you off. Right. Contingencies. It sounds 00:01:02.929 --> 00:01:06.010 so dry. Like something you talk about with your 00:01:06.010 --> 00:01:08.310 insurance agent. It does. But he isn't talking 00:01:08.310 --> 00:01:11.680 about Plan B here. He's using it in the... the 00:01:11.680 --> 00:01:14.640 engineering sense, the idea that everything that 00:01:14.640 --> 00:01:17.680 exists now depends on this messy, complicated 00:01:17.680 --> 00:01:19.480 web of things that happened before. It's like 00:01:19.480 --> 00:01:21.599 the butterfly effect, but for an IT department. 00:01:21.879 --> 00:01:24.019 That's a perfect way to put it. You can't just 00:01:24.019 --> 00:01:26.180 change one thing without shaking the whole web. 00:01:26.420 --> 00:01:29.060 And if you're a manager, a CEO, or even just 00:01:29.060 --> 00:01:31.799 someone wondering why your office software is 00:01:31.799 --> 00:01:34.560 so clunky, This is for you. OK, let's start with 00:01:34.560 --> 00:01:37.180 a word he uses that I think is just perfect. 00:01:37.319 --> 00:01:39.379 I hadn't heard it in this context before. The 00:01:39.379 --> 00:01:43.420 Cluj. Ah, yes. The Cluj, K -L -U -G -E. That 00:01:43.420 --> 00:01:45.500 sounds like a German pastry or something. Yeah, 00:01:45.920 --> 00:01:48.579 or maybe a heavy boot. But no, it's in the computer 00:01:48.579 --> 00:01:51.840 science world, a Cluj is a solution that's clumsy. 00:01:52.519 --> 00:01:55.560 It's inelegant, inefficient. But, and this is 00:01:55.560 --> 00:01:57.560 the most important part, it works. It's the duct 00:01:57.560 --> 00:02:00.219 tape and chewing gum solution. Exactly. It's 00:02:00.219 --> 00:02:02.299 the workaround that became permanent. But here's 00:02:02.299 --> 00:02:05.019 where Ackerman really drops the bomb. He argues 00:02:05.019 --> 00:02:07.700 that in most schools, the entire IT infrastructure 00:02:07.700 --> 00:02:12.319 is basically one giant kluge. That sounds harsh. 00:02:12.580 --> 00:02:14.180 I mean, surely these things were designed by 00:02:14.180 --> 00:02:16.180 professionals, right? We spend millions on this 00:02:16.180 --> 00:02:18.419 stuff. They were, yes. But they weren't designed 00:02:18.419 --> 00:02:21.560 all at once. That's the key. Ackerman says school 00:02:21.560 --> 00:02:23.860 IT systems aren't built from a single blueprint. 00:02:24.939 --> 00:02:27.699 they evolve, more like a coral reef. Okay, I 00:02:27.699 --> 00:02:29.740 like that image. Well, think about it. You had 00:02:29.740 --> 00:02:33.819 a server put in, say, 2018. Then in 2021, you 00:02:33.819 --> 00:02:36.780 bought a bunch of iPads. Then in 2024, the state 00:02:36.780 --> 00:02:39.560 mandates some new security protocol. So you're 00:02:39.560 --> 00:02:43.159 constantly just bolting new shiny parts onto 00:02:43.159 --> 00:02:46.219 old rusty ones. Exactly. And to make them talk 00:02:46.219 --> 00:02:48.520 to each other, to make the new 2025 software 00:02:48.520 --> 00:02:51.939 work with the old 2018 server, you have to write 00:02:51.939 --> 00:02:54.319 custom scripts. You create these weird configurations. 00:02:54.460 --> 00:02:56.939 You create a Cluj. Which explains why the IT 00:02:56.939 --> 00:02:58.860 department always looks terrified when you ask 00:02:58.860 --> 00:03:00.180 to change something. I just thought they were 00:03:00.180 --> 00:03:02.379 being difficult. No, it's because if you pull 00:03:02.379 --> 00:03:04.580 the wrong thread, the whole sweater could unravel. 00:03:04.699 --> 00:03:07.120 It's a house of cards. And that gets us to the 00:03:07.120 --> 00:03:09.370 first big idea of this article. just dismantles. 00:03:09.849 --> 00:03:12.849 The myth of the clean slate. Oh this is a huge 00:03:12.849 --> 00:03:15.110 one. We've all had this fantasy right? You look 00:03:15.110 --> 00:03:17.669 at your slow computer or the Wi -Fi that cuts 00:03:17.669 --> 00:03:19.949 out and you just think let's burn it all down 00:03:19.949 --> 00:03:22.110 throw it out and buy the new version. The whole 00:03:22.110 --> 00:03:24.490 seal replacement dream. Let's just start over. 00:03:24.789 --> 00:03:27.389 So why is that a myth? Is it just about the money? 00:03:27.810 --> 00:03:29.530 Because hardware is getting cheaper isn't it? 00:03:29.889 --> 00:03:33.069 The hardware is sure but the system is more expensive. 00:03:33.620 --> 00:03:37.180 Ackerman talks about the iceberg of costs. He 00:03:37.180 --> 00:03:39.840 says the sticker price of a new computer is like 00:03:39.840 --> 00:03:42.300 a tiny fraction of the real cost. So what's the 00:03:42.300 --> 00:03:44.840 rest of the iceberg? It's engineering the network. 00:03:45.120 --> 00:03:47.479 Okay, break that down for me. If I replace a 00:03:47.479 --> 00:03:50.419 server, what's the big engineering cost? Don't 00:03:50.419 --> 00:03:54.020 I just plug it in? I wish. Remember the contingencies. 00:03:54.479 --> 00:03:56.919 That old server you want to get rid of. It might 00:03:56.919 --> 00:03:59.840 be running some custom script that lets the library 00:03:59.840 --> 00:04:02.379 database work, or it might be the only machine 00:04:02.379 --> 00:04:04.360 that knows how to talk to the ancient printers 00:04:04.360 --> 00:04:07.219 in the science wing. So it's not just a box. 00:04:07.419 --> 00:04:10.319 It's a box with a decade of handshakes and secret 00:04:10.319 --> 00:04:12.599 agreements with all the other boxes. That's it, 00:04:12.620 --> 00:04:15.139 exactly. And to replace the hardware, you have 00:04:15.139 --> 00:04:17.459 to re -engineer every single one of those handshakes. 00:04:17.560 --> 00:04:20.600 You might have to hire outside consultants because 00:04:20.600 --> 00:04:22.620 the internal team doesn't even know how the old 00:04:22.620 --> 00:04:25.160 Kludge was built. Because Dave, the guy who built 00:04:25.160 --> 00:04:28.279 it 10 years ago, retired and didn't leave a manual. 00:04:28.480 --> 00:04:30.800 Dave is a legend. But Dave kept it all in his 00:04:30.800 --> 00:04:33.420 head. So you end up paying for forensic engineering 00:04:33.420 --> 00:04:35.439 just to get back to where you started. That's 00:04:35.439 --> 00:04:38.839 the legacy trap. You're a prisoner of past decisions. 00:04:39.040 --> 00:04:41.319 And that brings us to the real core of the article, 00:04:41.519 --> 00:04:44.519 I think. Because Ackerman says, even if you had 00:04:44.519 --> 00:04:46.819 unlimited money for the hardware and you paid 00:04:46.819 --> 00:04:50.100 all the engineers, you still haven't paid the 00:04:50.100 --> 00:04:52.620 biggest bill. The greatest hidden cost. Right. 00:04:52.740 --> 00:04:55.519 He pivots from the wires to the people. He says, 00:04:55.600 --> 00:04:58.399 and I'm... Quoting here, perhaps the greatest 00:04:58.399 --> 00:05:01.740 hidden cost of upgrading is the habits of users. 00:05:02.199 --> 00:05:05.199 It's such a profound point. We tend to treat 00:05:05.199 --> 00:05:07.540 users, employees, teachers like they're just 00:05:07.540 --> 00:05:10.120 software, like they can just download new instructions 00:05:10.120 --> 00:05:12.000 to their brains. Just read the memo, you'll be 00:05:12.000 --> 00:05:14.699 fine. Exactly. But people don't work that way. 00:05:14.959 --> 00:05:17.750 And he uses this perfect example. The learning 00:05:17.750 --> 00:05:20.029 management system, the LMS. So that's your digital 00:05:20.029 --> 00:05:23.009 classroom. The Blackboard, Canvas, Google Classroom, 00:05:23.050 --> 00:05:25.009 things like that. It's where the homework lives. 00:05:25.230 --> 00:05:27.449 It's the teacher's office. Now imagine an instructor. 00:05:27.829 --> 00:05:31.370 They have spent years building their online classroom 00:05:31.370 --> 00:05:33.509 in the current system. It's a ton of work. I 00:05:33.509 --> 00:05:35.689 have friends who teach. They spend summers on 00:05:35.689 --> 00:05:37.509 this. They're not just uploading PDFs. They're 00:05:37.509 --> 00:05:39.670 designing a whole workflow. That's it. It becomes 00:05:39.670 --> 00:05:42.649 muscle memory, cognitive automation. They're 00:05:42.649 --> 00:05:44.389 not thinking about the software anymore. They're 00:05:44.389 --> 00:05:46.569 thinking about teaching. The tool becomes invisible. 00:05:47.150 --> 00:05:49.310 Precisely. Now the administration comes along 00:05:49.310 --> 00:05:51.689 and says, great news, we're switching to LMS 00:05:51.689 --> 00:05:54.029 2 .0. It's got a fresh new logo. And you just 00:05:54.029 --> 00:05:57.290 hear this collective groan from the entire factory. 00:05:57.389 --> 00:06:01.329 They panic. And for good reason. Ackerman calls 00:06:01.329 --> 00:06:04.750 out the export import lie. The IT team always 00:06:04.750 --> 00:06:07.250 promises you can just export your old class and 00:06:07.250 --> 00:06:09.629 import it into the new one. It's seamless. It's 00:06:09.629 --> 00:06:13.149 the cloud. And it is never seamless. He points 00:06:13.149 --> 00:06:15.029 out that the formatting always breaks, the links 00:06:15.029 --> 00:06:17.050 are broken, the images don't load right, the 00:06:17.050 --> 00:06:19.670 quiz answers get scrambled. So the teacher is 00:06:19.670 --> 00:06:22.069 basically digging their course out of the rubble 00:06:22.069 --> 00:06:24.550 of a digital earthquake. Perfect analogy. And 00:06:24.550 --> 00:06:27.009 while they're spending hours fixing links and 00:06:27.009 --> 00:06:29.529 reuploading photos, what are they not doing? 00:06:29.750 --> 00:06:32.670 They're not teaching. Not giving feedback. Not 00:06:32.670 --> 00:06:35.410 improving their lessons. That is the hidden cost. 00:06:35.579 --> 00:06:38.680 productivity just plummets and you have these 00:06:38.680 --> 00:06:41.319 highly skilled professionals spending their days 00:06:41.319 --> 00:06:43.279 trying to figure out where the submit button 00:06:43.279 --> 00:06:46.110 went instead of doing their actual jobs. You 00:06:46.110 --> 00:06:48.990 know, we usually see resistance to change as 00:06:48.990 --> 00:06:50.889 some kind of character flaw, like, oh, they're 00:06:50.889 --> 00:06:52.949 just being stubborn. But he's saying it's not 00:06:52.949 --> 00:06:56.110 laziness. It's a rational economic calculation. 00:06:56.290 --> 00:06:58.649 Yes. They've optimized their life for the clues 00:06:58.649 --> 00:07:01.029 they have. When you break the clues, you break 00:07:01.029 --> 00:07:03.750 their workflow. The frustration isn't about being 00:07:03.750 --> 00:07:06.490 anti -tech. It's about being anti -inefficiency. 00:07:06.829 --> 00:07:09.089 OK, so if the costs are this high financially 00:07:09.089 --> 00:07:11.519 and in terms of morale, Why do we keep doing 00:07:11.519 --> 00:07:13.800 it? Why are organizations constantly churning 00:07:13.800 --> 00:07:16.500 through these massive system overhauls? And this 00:07:16.500 --> 00:07:18.319 is where you get into the psychology of it all. 00:07:18.779 --> 00:07:21.199 Ackerman identifies what he calls or what we 00:07:21.199 --> 00:07:23.639 can call the new sheriff in town syndrome. OK, 00:07:23.720 --> 00:07:26.019 set the scene. A school district hires a new 00:07:26.019 --> 00:07:28.680 technology director or a company hires a new 00:07:28.680 --> 00:07:31.639 CIO. This person comes from a different organization, 00:07:31.800 --> 00:07:34.860 one that ran on, say, Microsoft, and now they're 00:07:34.860 --> 00:07:37.339 in a Google based place. And as we've established. 00:07:37.829 --> 00:07:40.730 Every Cluj is unique. Exactly. So the new leader 00:07:40.730 --> 00:07:43.490 walks in. They look at this messy, complicated 00:07:43.490 --> 00:07:45.529 system. The one that actually works, by the way. 00:07:45.970 --> 00:07:49.149 And they feel uncomfortable. They feel lost? 00:07:49.449 --> 00:07:51.730 Right. They don't know the shortcuts. They don't 00:07:51.730 --> 00:07:54.009 know why the main server is named Gandalf and 00:07:54.009 --> 00:07:56.089 why it can never be turned off. They feel like 00:07:56.089 --> 00:07:57.829 they're driving a car with a steering wheel on 00:07:57.829 --> 00:08:00.850 the wrong side. So they have choice. Option A, 00:08:01.029 --> 00:08:03.769 learn the messy history of the new place. Or 00:08:03.769 --> 00:08:06.449 option B, make the new place look just like their 00:08:06.449 --> 00:08:10.389 old place. And human nature almost always prefers 00:08:10.389 --> 00:08:14.009 option B. Ackerman says they will quote, prefer 00:08:14.009 --> 00:08:16.370 the systems they have recent experience using. 00:08:16.649 --> 00:08:19.069 But here's the line that really hit me. He writes, 00:08:19.850 --> 00:08:22.189 the familiarity that comes from recent experience 00:08:22.189 --> 00:08:25.230 cannot be confused with better performance. That's 00:08:25.230 --> 00:08:27.550 the whole argument in a nutshell. Just because 00:08:27.550 --> 00:08:30.209 the new leader is personally faster with system 00:08:30.209 --> 00:08:32.870 X doesn't mean system X is objectively better. 00:08:33.340 --> 00:08:35.460 for the thousand other people who have to use 00:08:35.460 --> 00:08:37.700 it. It's a massive conflict of interest, isn't 00:08:37.700 --> 00:08:40.759 it? The leader is basically prioritizing their 00:08:40.759 --> 00:08:43.399 own comfort over the productivity of the entire 00:08:43.399 --> 00:08:45.639 organization. It might be unintentional, but 00:08:45.639 --> 00:08:48.259 yes, they frame it as modernization. They use 00:08:48.259 --> 00:08:50.860 buzzwords. But really, it's often just them seeking 00:08:50.860 --> 00:08:53.159 their own comfort zone. They're shifting the 00:08:53.159 --> 00:08:55.460 burden of learning from themselves, one person 00:08:55.460 --> 00:08:57.720 to the entire staff. Wow, when you put it like 00:08:57.720 --> 00:08:59.970 that. I don't want to learn your system. So all 00:08:59.970 --> 00:09:02.230 thousand of you have to learn mine. It's a huge 00:09:02.230 --> 00:09:05.870 source of friction and cynicism because the teachers, 00:09:06.009 --> 00:09:08.289 the staff, they know the new system isn't really 00:09:08.289 --> 00:09:10.850 better. It's just different. It's just the new 00:09:10.850 --> 00:09:13.710 box's favorite toy. And that cynicism just destroys 00:09:13.710 --> 00:09:16.850 trust. Exactly. You burn all your political capital 00:09:16.850 --> 00:09:19.690 on a software swap. So let's talk about the solution 00:09:19.690 --> 00:09:22.450 because Ackerman doesn't just complain. He has 00:09:22.450 --> 00:09:25.649 a very specific warning for the people at the 00:09:25.649 --> 00:09:29.389 top. the CEOs, the superintendents. He does, 00:09:29.450 --> 00:09:31.909 a very stern one. He says you need to be very 00:09:31.909 --> 00:09:36.049 cautious of any new hire who comes in with a 00:09:36.049 --> 00:09:39.149 demolition plan on day one. The I'm going to 00:09:39.149 --> 00:09:41.450 fix everything immediately candidate. Right. 00:09:41.490 --> 00:09:43.750 If someone says in an interview, I see you're 00:09:43.750 --> 00:09:46.429 using system A, that's garbage. We're migrating 00:09:46.429 --> 00:09:48.929 to system B in the first quarter. That should 00:09:48.929 --> 00:09:51.690 be a massive red flag. Isn't that what we hire 00:09:51.690 --> 00:09:55.570 leaders for? Vision. Decisiveness. Not with IT 00:09:55.570 --> 00:09:58.210 planning. Not when there's a clues involved. 00:09:58.230 --> 00:10:00.370 Yeah. Because that candidate doesn't know the 00:10:00.370 --> 00:10:02.509 contingencies. They don't know why the system 00:10:02.509 --> 00:10:04.990 is the way it is. It's that idea of Chesterton's 00:10:04.990 --> 00:10:06.970 fence. Oh, that's a perfect fit. Remind us what 00:10:06.970 --> 00:10:09.730 that is. It's a principle. If you find a fence 00:10:09.730 --> 00:10:12.049 in the middle of a road and you don't see why 00:10:12.049 --> 00:10:14.509 it's there, you can't just tear it down. You're 00:10:14.509 --> 00:10:16.889 not allowed to tear it down until you first understand 00:10:16.889 --> 00:10:18.649 why it was put up in the first place. Right. 00:10:18.669 --> 00:10:20.529 Maybe it's keeping a bull out of the road. Maybe 00:10:20.529 --> 00:10:23.409 it marks a property line you can't see. And Ackerman 00:10:23.409 --> 00:10:26.950 is applying that to IT. That clunky old server 00:10:26.950 --> 00:10:29.009 might be the fence keeping the payroll system 00:10:29.009 --> 00:10:32.289 from crashing. So the advice for the CEO is don't 00:10:32.289 --> 00:10:34.429 let them swing the hammer until they've read 00:10:34.429 --> 00:10:37.629 the blueprints of the old house. Ackerman literally 00:10:37.629 --> 00:10:40.850 says a new leader should not be authorized to 00:10:40.850 --> 00:10:43.809 make big changes until they fully get the existing 00:10:43.809 --> 00:10:46.190 systems. That requires so much patience, though. 00:10:46.330 --> 00:10:48.549 We tend to reward action, right? We reward the 00:10:48.549 --> 00:10:51.360 person who shakes things up. We do, but in this 00:10:51.360 --> 00:10:53.720 case, shaking things up is just breaking things. 00:10:54.279 --> 00:10:57.480 True leadership, he's implying, is the humility 00:10:57.480 --> 00:10:59.500 to learn the system before you try to change 00:10:59.500 --> 00:11:02.269 it. It's asking why before you ask what's next. 00:11:02.529 --> 00:11:04.509 It's about respecting the history of the place, 00:11:04.850 --> 00:11:07.370 respecting the clues, and respecting the people 00:11:07.370 --> 00:11:09.129 who have built their entire professional lives 00:11:09.129 --> 00:11:11.649 around it. Exactly. And understanding that the 00:11:11.649 --> 00:11:13.730 total cost isn't just a number on a spreadsheet. 00:11:14.149 --> 00:11:16.669 It's the stress level of your staff. It's the 00:11:16.669 --> 00:11:19.169 hours of lost productivity. It's the phantom 00:11:19.169 --> 00:11:22.129 tap times 1 ,000. This is really compelling. 00:11:22.309 --> 00:11:24.250 It makes me look at every update now button with 00:11:24.250 --> 00:11:26.830 deep suspicion. As you should. So let's zoom 00:11:26.830 --> 00:11:29.100 out. We've been talking about schools, but this 00:11:29.100 --> 00:11:31.460 supplies everywhere, doesn't it? Oh, absolutely. 00:11:32.019 --> 00:11:34.139 Think about a new manager taking over a sales 00:11:34.139 --> 00:11:37.620 team. The team tracks leads on this weird color 00:11:37.620 --> 00:11:40.840 -coded spreadsheet instead of a fancy CRM. Then 00:11:40.840 --> 00:11:43.039 the new manager hates it. They want dashboards. 00:11:43.360 --> 00:11:46.240 Right. But maybe that spreadsheet captures some 00:11:46.240 --> 00:11:49.039 nuance the CRM can't. Maybe the team's speed 00:11:49.039 --> 00:11:52.200 relies on that clues. If the manager forces the 00:11:52.200 --> 00:11:54.960 switch without understanding the why, sales could 00:11:54.960 --> 00:11:58.460 just tank. It's the same exact pattern. Familiarity 00:11:58.460 --> 00:12:01.159 versus actual performance. Yep. It happens everywhere. 00:12:01.480 --> 00:12:04.220 We try to impose this clean, logical order on 00:12:04.220 --> 00:12:06.600 a messy reality, and we just end up making a 00:12:06.600 --> 00:12:08.639 different kind of mess. A new mess that we then 00:12:08.639 --> 00:12:10.799 have to maintain. And the cycle starts all over 00:12:10.799 --> 00:12:12.860 again. So what's the big takeaway for someone 00:12:12.860 --> 00:12:14.679 listening, whether you're the employee suffering 00:12:14.679 --> 00:12:16.960 through an upgrade or the leader planning one? 00:12:17.080 --> 00:12:20.799 If you're the leader, my advice would be slow 00:12:20.799 --> 00:12:25.009 down. Hunt for the contingencies. Before you 00:12:25.009 --> 00:12:27.309 announce the big change, ask your team, if I 00:12:27.309 --> 00:12:29.570 change this, what breaks? And actually listen 00:12:29.570 --> 00:12:33.789 to the answer. And if you're the employee, the 00:12:33.789 --> 00:12:36.570 one staring at all the broken links. Validate 00:12:36.570 --> 00:12:38.610 your frustration. It's not just you being bad 00:12:38.610 --> 00:12:42.210 at tech. You are feeling the real cost of a system 00:12:42.210 --> 00:12:44.590 that wasn't designed around your habits. And 00:12:44.590 --> 00:12:47.590 if you can, try to articulate that hidden cost 00:12:47.590 --> 00:12:50.190 to your boss. How do you do that without just 00:12:50.190 --> 00:12:51.929 sounding like you're complaining? You speak their 00:12:51.929 --> 00:12:54.850 language. Don't say, I don't like it. Say, this 00:12:54.850 --> 00:12:57.029 change will cost me 10 hours of project time, 00:12:57.169 --> 00:12:59.710 or rebuilding this workflow will delay our client 00:12:59.710 --> 00:13:02.690 report by two weeks. You put a price tag on your 00:13:02.690 --> 00:13:05.230 habits, you make the hidden cost visible. Make 00:13:05.230 --> 00:13:07.289 the hidden cost visible. That's really powerful. 00:13:07.330 --> 00:13:09.370 It is. You know, I want to leave our listeners 00:13:09.370 --> 00:13:11.629 with one final thought. We live in a culture 00:13:11.629 --> 00:13:14.879 that worships disruption. We love the story of 00:13:14.879 --> 00:13:17.159 the innovator who comes in and just smashes the 00:13:17.159 --> 00:13:19.539 status quo. The modern genius archetype, right? 00:13:19.679 --> 00:13:22.259 Right. But based on what Gary Ackerman's laid 00:13:22.259 --> 00:13:25.580 out here, is that disruption always innovation? 00:13:26.559 --> 00:13:29.299 Or is it sometimes just ego? That's the really 00:13:29.299 --> 00:13:32.350 uncomfortable question. If a new leader proposes 00:13:32.350 --> 00:13:35.529 a massive overhaul on day one, are they truly 00:13:35.529 --> 00:13:37.909 serving the organization or are they just trying 00:13:37.909 --> 00:13:39.789 to make their new world look a little more like 00:13:39.789 --> 00:13:41.549 the one they just left? Are they building a better 00:13:41.549 --> 00:13:44.029 future or just a more comfortable mirror for 00:13:44.029 --> 00:13:46.350 themselves? A mirror that everyone else is forced 00:13:46.350 --> 00:13:50.350 to polish. That lands hard. On that note, good 00:13:50.350 --> 00:13:52.570 luck with your next system update. May your links 00:13:52.570 --> 00:13:55.210 stay unbroken. Thanks for exploring the Cluj 00:13:55.210 --> 00:13:57.629 with us. My pleasure. See you on the next deep 00:13:57.629 --> 00:13:57.850 dive.