Now typically, when we think about business, we use what I call 'mechanical thinking.' We set goals, we analyze problems, we construct and we adhere to plans, and more than anything else, we stress efficiency and short-term performance. Now, don't get me wrong this is a splendidly practical and effective way of addressing relatively simple challenges in relatively stable environments. It's the way that Bob and probably many of us, myself included process most business problems we're faced with every day. In fact, it was a pretty good mental model for business overall until about the mid-1980s, when the conjunction of globalization and a revolution in technology and telecommunications made business far more dynamic and unpredictable. But what about those more dynamic and unpredictable situations that we now increasingly face? I think in addition to the mechanical thinking, we now need to master the art of biological thinking, as embodied by our six principles. In other words, we need to think more modestly and subtly about when and how we can shape, rather than control, unpredictable and complex situations.