Tetragrammaton.

Tetracketka.

Tetrackermatome.

I think we're in danger of becoming trapped in a kind of communications and media ghetto.

I think there's a desperate problem not only in business, actually, but in institutional

decision-making where it's woefully in need of creativity. And this is why I loved your book so much,

because actually, of course, your book explains something very interesting, which is good advice

in order to be creative, okay? When you think about it, it's not necessarily good career advice, because the very things and the very

behaviours that make people reliably creative often are not rewarded, indeed may be punished.

I mean, do you know why I went into creative advertising?

It's because when I was applying for various jobs, a creative director came in and said, I've got a very

unusual job because when I look down my department, if I see everybody staring out of the window,

I'm basically happy because that's what they're supposed to be doing. I thought, okay, I want

that job. Effective. That was the decisive moment. But one of the things I notice about modern behavior,

this is what I was mentioning about my next book. It's basically all around, do you want to

win arguments or do you want to solve problems? Because we've made the mistake of thinking

they're the same thing, and that the person with the best arguments has the best solutions.

And my vastly inferior experience to yours, I will absolutely defer to you in this, but both of us,

I think, have come to the same conclusion that in fact what you might call sequential logic,

simply the use of kind of sequential logic in problem solving doesn't

really get you to the best place. It's fundamentally suboptimal in problem solving, and that

problem solving is much, much more Darwinian, much more iterative. It also, I think, relies on

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