Welcome back, everybody. I'm your host, Greg McEwen, and I want to take you back for a moment

all the way to your birth. When you're born, you don't even know you are you yet. You don't

know that other people are people. There is no such as people. There's no sense. You have no sense that you have a mind that has to be learned. There's no sense that other people have a mind. You have to develop a theory of mind. And some people never do that, ever. And then, of course, some people do, but what an opportunity exists in

that? You can develop not just a sense that other people have a mind and you have a mind,

you can be an observer of it, you can develop mindsets that massively increase your ability

to appreciate the nuance of the world and the people that are within it. And then at some

point, one of the most important, useful mindsets that you can possibly add to your lenses of

reality is systems thinking. Because as soon as you enter school, school of course what happens is you divide all

the subjects and you divide those subjects into subjects and you're taught to look at a piece of the puzzle

and to solve that piece of the puzzle with questions that have been named for you and at some point

if you're lucky someone introduces you to the idea of a systems thinker,

of how all the pieces are really interplaying, interdependent, influencing each other. And

everybody knows this at some level. But if you don't have the language, you don't tend to

think this way. But everybody knows the

moment you try to change anything in your life, even the tiniest thing, you wonder why it's so hard

it's because that string is attached to every other string and any change efforts you've ever made

inside of an organization of really any size at all. You feel that. Of course they fail because you thought you

could just pull on this one piece of the puzzle and it would all work out. And it is with that

context as you think about systems that I am delighted to have Robert E. Siegel with us today.

Now he's a distinguished lecturer at the management,

lecturer in management at Stanford Graduate School of Business, which is where I did my MBA.

That, by the way, is almost certainly the most unhelpful of the company at Stanford.

...