The Exchanges

Q the fact that there would be an elevator without some of those things, and now there are, but I never noticed how that might influence people today because we're so used to elevators and just accepting the fact that they're part of our everyday lives, but there was a time where I guess that really mattered. That's so fascinating. Let's move on to number four. What's your framework number four?

A Right. So framework number four is we mistake a one percent problem for a worse problem. So I'll tell you another story from history, which is, um, which is that the waltz, when it was first introduced centuries ago, was, people talked about the waltz in, uh, society Europe The way that people talked about Miley Cyrus twerking at the VMAs a few years ago, right, like it was this incredibly scandalous, awful, destroying the youth kind of thing. Society had all sorts of reasons why they hated the waltz. It was, it was, you know, it was sexual, it involved too much, too much physical contact among young people, um, but doctors were saying that the waltz was Physically harmful. That dancing the waltz would take years off of their people's lives. Now, this is something that comes up all the time. I, I, you know, mentioned a little earlier, you know, there were doctors who said that the bicycle made people insane, and that novels made women infertile. But I, I talked to a historian of the waltz, and he made this really interesting point, which was that in that case, the doctors were actually right. The waltz was actually very bad for people's health. But the thing was that they thought it was the dance that was harmful, the spinning, the contact. It wasn't the dance. It was literally everything around the dance. So how did people dance the waltz in the, in like the early 1800? Well, …

AI assessment note: “framework number four is we mistake a one percent problem for a worse problem”

Q Completely. I think that's a perfect segue into framework number three, which is that innovators don't always build a bridge. Can you speak more to that?

A Yeah. Right. So here's, here's the challenge that innovators often have. It is that they are so familiar with the value of the thing that they've created that they Do not realize that other people do not see that value, or do not understand it, or don't understand how it fits into their lives. I mean, I think that Silicon Valley is guilty of this all the time, of introducing very revolutionary ideas Without doing the groundwork of connecting this new idea to something that people are already comfortable and familiar with. So to play that out, I'll take you back on another historical story. So in the, uh, in the 1800, the car was introduced. People didn't call it the car. They called it the horseless carriage, and that, of course, is if they were being generous. If they were not being generous, they would call it the devil wagon, because they totally Um, thought these things were the devil wagon, and they would throw rocks at them, and if you drove down the street in one of these early cars, somebody would literally yell, get a horse, get a horse! They would yell, get a horse at you. And, um, and when people tell the story now of how cars became the dominant mode of transportation, what they tell is the story of Henry Ford. The Henry Ford revolutionized manufacturing, and therefore made cars cheaper and more accessible to the masses. And though that is true, it skips over an imp…

AI assessment note: “introducing very revolutionary ideas Without doing the groundwork of connecting this new idea”

Q of the pushback there was, and there's the train, something that also had pushed back when it was being introduced into society, but Jason, I want to say thank you for taking the time here and for sharing all of these thoughts through your many years of research and talking to different people within this field. If anyone does want to find you or your book, where should they look?

A Um, yeah. So, Steph, thanks. This was so fun. I really enjoyed it and really, um, I'm just honored you had me on. Uh, I've been a long time listener to the show. So, um, my book where a lot of this comes from and much more is called Build for Tomorrow. You can find it audiobook, ebook, uh, hardcover, wherever you get books. And, uh, it's really, it's, it's designed to be a guide to adaptability, um, to help people think through great changes in their careers and their lives. And, uh, otherwise get in touch with me. My, um, my website is jasonfeifer.com. J-A-S-O-N-F-E-I-F-E-R.com. Um, there you can get links to my social media accounts, my newsletter that I write, um, on this subject. And, uh, and I, you know, I'd, I'd love for people to reach out and, um, I promise I will respond to anyone who does.

AI assessment note: “my book where a lot of this comes from and much more is called Build”

Q Progress doesn't wait either. Let's bookend that and move on to number two. What is the second framework that you've developed?

A Yeah. So the second one is that we don't often know what things are for. And if we don't know what something is for, then we will either be alarmed by it because it seems like it's, uh, you know, to go back to what we were just talking about, kind of breaking something that we were familiar with, or we just think that it's, it's frivolous. So oftentimes I'll go and I'll speak to crowds and I'll talk about change and adaptation and technology. And then somebody will raise their hand and say, but you make a print magazine. Why are you still doing that? And The answer is, well, look, I think that it's important to ask if I'm in the content business and I am, what is content for? What's it for? Decades ago, content was for monetization. So you could sell ads against your content. You could sell subscriptions to your content. Now you can, you can do that, but it doesn't make you nearly as much money. And I'm not just talking about entrepreneur. I'm talking about the entire media ecosystem. So I look at content and I think, well, what is this for? Content is for relationships. That's what it's for. Why does Red Bull pour a ton of money into content? If you like extreme sports, then a Red Bull is your place. They got a magazine for you. They got videos, they got events. They make money off of that. I have no idea. Probably not. They probably lose money off of it. You know where they m…

AI assessment note: “So the second one is that we don't often know what things are for.”

Q for vain women. And then there is a much longer paragraph which basically talks about how a woman no longer has to go into a store or go back home in order to fix up her makeup or see her face. She now has it on her. She can now see herself at any point in the day. Little aids for vain women. Where do you think this fits in?

A Okay, uh, so that's definitely number two, which is that we don't often know what new things are for, because they're describing something very similar to how we talk about selfies today, right, which is that, um, um, these mirrors, uh, are exacerbating and playing into people's vanity, and I mean, those, those, those old articles about the mirror would talk about women who, um, who will, like, literally not pull their faces up From the mirror. There were, there were concerns that women would be wandering out into streets and get hit by cars because they're looking at the mirror, uh, the whole time. Um, and of course, now we talk about that with our cell phones and, um, and with, with selfies. But what people didn't understand was that, you know, the mirror wasn't going to override our basic humanity. Um, the mirror was going to be a wonderful new tool that people used in certain circumstances, and that frankly, everybody would be happy to have one.

AI assessment note: “so that's definitely number two, which is that we don't often know”

Q Progress doesn't wait either. Let's bookend that and move on to number two. What is the second framework that you've developed?

A Yeah. So the second one is that we don't often know what things are for. And if we don't know what something is for, then we will either be alarmed by it because it seems like it's, uh, you know, to go back to what we were just talking about, kind of breaking something that we were familiar with, or we just think that it's, it's frivolous. So oftentimes I'll go and I'll speak to crowds and I'll talk about change and adaptation and technology. And then somebody will raise their hand and say, but you make a print magazine. Why are you still doing that? And The answer is, well, look, I think that it's important to ask if I'm in the content business and I am, what is content for? What's it for? Decades ago, content was for monetization. So you could sell ads against your content. You could sell subscriptions to your content. Now you can, you can do that, but it doesn't make you nearly as much money. And I'm not just talking about entrepreneur. I'm talking about the entire media ecosystem. So I look at content and I think, well, what is this for? Content is for relationships. That's what it's for. Why does Red Bull pour a ton of money into content? If you like extreme sports, then a Red Bull is your place. They got a magazine for you. They got videos, they got events. They make money off of that. I have no idea. Probably not. They probably lose money off of it. You know where they m…

AI assessment note: “So the second one is that we don't often know what things are for.”

Q the fact that there would be an elevator without some of those things, and now there are, but I never noticed how that might influence people today because we're so used to elevators and just accepting the fact that they're part of our everyday lives, but there was a time where I guess that really mattered. That's so fascinating. Let's move on to number four. What's your framework number four?

A Right. So framework number four is we mistake a one percent problem for a worse problem. So I'll tell you another story from history, which is, um, which is that the waltz, when it was first introduced centuries ago, was, people talked about the waltz in, uh, society Europe The way that people talked about Miley Cyrus twerking at the VMAs a few years ago, right, like it was this incredibly scandalous, awful, destroying the youth kind of thing. Society had all sorts of reasons why they hated the waltz. It was, it was, you know, it was sexual, it involved too much, too much physical contact among young people, um, but doctors were saying that the waltz was Physically harmful. That dancing the waltz would take years off of their people's lives. Now, this is something that comes up all the time. I, I, you know, mentioned a little earlier, you know, there were doctors who said that the bicycle made people insane, and that novels made women infertile. But I, I talked to a historian of the waltz, and he made this really interesting point, which was that in that case, the doctors were actually right. The waltz was actually very bad for people's health. But the thing was that they thought it was the dance that was harmful, the spinning, the contact. It wasn't the dance. It was literally everything around the dance. So how did people dance the waltz in the, in like the early 1800? Well, …

AI assessment note: “framework number four is we mistake a one percent problem for a worse problem.”

Q media or, This big airplane. It could be the mirror. It could be the teddy bear. It could be jazz music. There are many things that people have faced with resistance that you would not expect today. And I think the lesson that we'll get to is that, you know, we see many parallels. So why don't we dive in? Why don't you introduce the first framework from the six?

A Number one is we fundamentally do not believe in our own adaptability. If you look back through time, and this even won't be unfamiliar to listeners of the A-sixteen Z podcast, because I know that Mark was talking about it not that long ago, which is that you find throughout time incredible concern that is repetitive about new things. So, uh, the number of things that have been claimed to be addictive, or it goes on forever, right? You know, the things that people say about social media, you heard about the radio, Um, but it also, you know, it gets kind of funny and time-specific. The spinning wheel of the bicycle, in the early days of the bicycle, people thought would make people go insane. Novels were believed to make women infertile, among many other things. But what I think you're seeing, and I'll tell you this one story that really captures it, that we generally believe that we exist in a kind of balance, and that that balance is very easily upset by new things. And so, when something new comes along, we tend to process it as a loss. We see some new way of doing something, and then we instantly identify the thing that we will no longer have access to, or that the thing that we're very comfortable with that maybe we won't be able to do in the same way, and that feels like loss. And then, because we, we cannot imagine what the gain will be, and maybe don't even believe that …

AI assessment note: “Number one is we fundamentally do not believe in our own adaptability.”

Q media or, This big airplane. It could be the mirror. It could be the teddy bear. It could be jazz music. There are many things that people have faced with resistance that you would not expect today. And I think the lesson that we'll get to is that, you know, we see many parallels. So why don't we dive in? Why don't you introduce the first framework from the six?

A Number one is we fundamentally do not believe in our own adaptability. If you look back through time, and this even won't be unfamiliar to listeners of the A-sixteen Z podcast, because I know that Mark was talking about it not that long ago, which is that you find throughout time incredible concern that is repetitive about new things. So, uh, the number of things that have been claimed to be addictive, or it goes on forever, right? You know, the things that people say about social media, you heard about the radio, Um, but it also, you know, it gets kind of funny and time-specific. The spinning wheel of the bicycle, in the early days of the bicycle, people thought would make people go insane. Novels were believed to make women infertile, among many other things. But what I think you're seeing, and I'll tell you this one story that really captures it, that we generally believe that we exist in a kind of balance, and that that balance is very easily upset by new things. And so, when something new comes along, we tend to process it as a loss. We see some new way of doing something, and then we instantly identify the thing that we will no longer have access to, or that the thing that we're very comfortable with that maybe we won't be able to do in the same way, and that feels like loss. And then, because we, we cannot imagine what the gain will be, and maybe don't even believe that …

AI assessment note: “Number one is we fundamentally do not believe in our own adaptability.”

Q Okay, AR and VR. Right now, there's a lot of hype. People talk about this term, the metaverse. What do you think? Where does this fit in, uh, to your different set of frameworks?

A Either this is, this to me is very clearly a we don't know what things are for. I don't think that the killer use case for AR VR or the metaverse has been introduced yet, and so what people are hearing is a lot of hype, and then if they get the oculus, I got an oculus, you know where it is? It's in my closet. And the reason is because I didn't really know what to do with it. I couldn't find enough Ways to integrate this into my life. I think the technology is incredibly impressive, and I just don't think that the use case for mass adoption is there yet. So we don't know what this is for, and I think it's incumbent upon the very, very smart people who are building these things to make that argument to the consumers who are waiting for the answer.

AI assessment note: “I don't think that the killer use case for AR VR or the metaverse”

Q about the many themes and lessons from it. Um, but I want to hear from you. Why do you think that skill is important? That skill of adaptability seems to be something that you've kind of geared your career around now your recent book. Why is that important today? And, and why of all the things that you could possibly focus on or write about, why have you chosen that?

A Well, so I chose it because when I became editor in chief of entrepreneur magazine, and to be clear, I didn't have a business background per se. I really have a media background. I've worked at a lot of different brands, only some of which were business. But when I started an entrepreneur, I would go out and I'd be interviewed on podcasts or I'd be speaking at events. And I got this question over and over again. And the question was, what are the qualities of the most successful people or most successful entrepreneurs? And I kept thinking, why am I getting this? It's like a weird coordinated attack that all these people are asking me the same question. And, and then I realized, you know, if you listen to the questions that people ask you, you discover that what they're really doing is telling you what they think your value is to them. And so I started to think, well, why are people asking me this specific question? And I realized the answer is because people see me as a pattern matcher. I get to talk to a lot of people and therefore My value is that I can see patterns across lots of different experiences. So I thought, well, if, if I am to seize the opportunity here and be really useful to people and match their expectations of me, I should have a good answer to this question. I spent years thinking about it and talking to very smart people. And what I came to was that the one …

AI assessment note: “Well, so I chose it because when I became editor in chief of entrepreneur magazine”

Q for vain women. And then there is a much longer paragraph which basically talks about how a woman no longer has to go into a store or go back home in order to fix up her makeup or see her face. She now has it on her. She can now see herself at any point in the day. Little aids for vain women. Where do you think this fits in?

A Okay, uh, so that's definitely number two, which is that we don't often know what new things are for, because they're describing something very similar to how we talk about selfies today, right, which is that, um, um, these mirrors, uh, are exacerbating and playing into people's vanity, and I mean, those, those, those old articles about the mirror would talk about women who, um, who will, like, literally not pull their faces up From the mirror. There were, there were concerns that women would be wandering out into streets and get hit by cars because they're looking at the mirror, uh, the whole time. Um, and of course, now we talk about that with our cell phones and, um, and with, with selfies. But what people didn't understand was that, you know, the mirror wasn't going to override our basic humanity. Um, the mirror was going to be a wonderful new tool that people used in certain circumstances, and that frankly, everybody would be happy to have one.

AI assessment note: “so that's definitely number two, which is that we don't often know”

Q Okay, AR and VR. Right now, there's a lot of hype. People talk about this term, the metaverse. What do you think? Where does this fit in, uh, to your different set of frameworks?

A Either this is, this to me is very clearly a we don't know what things are for. I don't think that the killer use case for AR VR or the metaverse has been introduced yet, and so what people are hearing is a lot of hype, and then if they get the oculus, I got an oculus, you know where it is? It's in my closet. And the reason is because I didn't really know what to do with it. I couldn't find enough Ways to integrate this into my life. I think the technology is incredibly impressive, and I just don't think that the use case for mass adoption is there yet. So we don't know what this is for, and I think it's incumbent upon the very, very smart people who are building these things to make that argument to the consumers who are waiting for the answer.

AI assessment note: “I don't think that the killer use case for AR VR or the metaverse has been introduced yet”

Q Completely. I think that's a perfect segue into framework number three, which is that innovators don't always build a bridge. Can you speak more to that?

A Yeah. Right. So here's, here's the challenge that innovators often have. It is that they are so familiar with the value of the thing that they've created that they Do not realize that other people do not see that value, or do not understand it, or don't understand how it fits into their lives. I mean, I think that Silicon Valley is guilty of this all the time, of introducing very revolutionary ideas Without doing the groundwork of connecting this new idea to something that people are already comfortable and familiar with. So to play that out, I'll take you back on another historical story. So in the, uh, in the 1800, the car was introduced. People didn't call it the car. They called it the horseless carriage, and that, of course, is if they were being generous. If they were not being generous, they would call it the devil wagon, because they totally Um, thought these things were the devil wagon, and they would throw rocks at them, and if you drove down the street in one of these early cars, somebody would literally yell, get a horse, get a horse! They would yell, get a horse at you. And, um, and when people tell the story now of how cars became the dominant mode of transportation, what they tell is the story of Henry Ford. The Henry Ford revolutionized manufacturing, and therefore made cars cheaper and more accessible to the masses. And though that is true, it skips over an imp…

AI assessment note: “innovators often have. It is that they are so familiar with the value”

Q about the many themes and lessons from it. Um, but I want to hear from you. Why do you think that skill is important? That skill of adaptability seems to be something that you've kind of geared your career around now your recent book. Why is that important today? And, and why of all the things that you could possibly focus on or write about, why have you chosen that?

A Well, so I chose it because when I became editor in chief of entrepreneur magazine, and to be clear, I didn't have a business background per se. I really have a media background. I've worked at a lot of different brands, only some of which were business. But when I started an entrepreneur, I would go out and I'd be interviewed on podcasts or I'd be speaking at events. And I got this question over and over again. And the question was, what are the qualities of the most successful people or most successful entrepreneurs? And I kept thinking, why am I getting this? It's like a weird coordinated attack that all these people are asking me the same question. And, and then I realized, you know, if you listen to the questions that people ask you, you discover that what they're really doing is telling you what they think your value is to them. And so I started to think, well, why are people asking me this specific question? And I realized the answer is because people see me as a pattern matcher. I get to talk to a lot of people and therefore My value is that I can see patterns across lots of different experiences. So I thought, well, if, if I am to seize the opportunity here and be really useful to people and match their expectations of me, I should have a good answer to this question. I spent years thinking about it and talking to very smart people. And what I came to was that the one …

AI assessment note: “I chose it because when I became editor in chief of entrepreneur magazine”

Q think it's kind of like some of the other things we talked about, maybe like more cultural Phenomena. Um, so remote work is something that many of us are doing now. We certainly are leveraging the technology there. Um, but there's a lot of pushback. A lot of people want to send people back to the office. What do you think this fits into the current pushback around remote work?

A So I am slotting this one firmly into, we mistake a one percent problem for a hundred percent problem. I think to the companies that I have called who have shifted to four day work weeks, um, who are generally always remote. And, uh, and they tell me this really interesting thing, which is that if, you know, if you get it right, if you can implement the four day work week, then productivity remains the same. People are working one day less. They're, they're much happier. It's a great retention and a recruitment tool. But here's the problem. After about a year, people start to say, I'm starting to feel disconnected from my colleagues. Because the problem here, of course, is that how do you get to a four-day workweek? Well, what you do is that you eliminate meetings and colleague chit chat and basically anything that feels inefficient so that everyone's just focused on efficiency. But it turns out all those inefficiencies had a purpose, and that purpose was building the fabric of a company culture. So you could ask to go to this point that I said a second ago, is this perfect? And the answer is no. And then you must ask, well, is this new problem better than the old problem? And here I think If you, if you asked, is this perfect, and said no, and then got rid of the four-day workweek, or any other form of remote work, right, that, that, oh, well, you know, now, um, uh, my manager…

AI assessment note: “we mistake a one percent problem for a hundred percent problem”

Q perspective to understand, like the scholar you spoke to about all of the different, you know, pieces or ways that Russia was involved in the past. And so I don't know if I have a solution. Do you have any thoughts there? Like, we are becoming more abstracted, and then simultaneously these technologies are becoming more complex, and so it's hard for people not to simplify, if that makes sense.

A Yeah, well, I think that's absolutely right. People, people will and must simplify. And I think on an individual basis, there's just kind of little that you can do about that. It'll be a kind of chaos of noise and out of which will come use cases that make sense to people, right? I mean, I, I think about AI right now and the way in which people are using these new tools to, to do every random thing from create. I mean, I was like laughing today at, Add, uh, this, these AI images somebody had created of, um, Avengers characters if they were in a Wes Anderson movie. Like, look, it's so funny. And then you're seeing, then you're gonna start to imagine all the ways in which this could be used for, for bad or for good, and people will try all sorts of things, and it'll be noisy and chaotic, and, and I think when you put something out into the world, in a way there's kind of nothing that you can, you can do about that, um, outside of, If you are an innovator, then if you're a sort of an entrepreneur, then find the use case that is going to solve people's problems and really focus on it and then tell a story that is so compelling that it breaks through that noise or it helps clarify to people why this is useful to them. You know, of all that we've talked about so many things today that That, um, that were incredibly disruptive and that were feared and resisted. You would think that el…

AI assessment note: “tell a story that is so compelling that it breaks through that noise”

Q perspective to understand, like the scholar you spoke to about all of the different, you know, pieces or ways that Russia was involved in the past. And so I don't know if I have a solution. Do you have any thoughts there? Like, we are becoming more abstracted, and then simultaneously these technologies are becoming more complex, and so it's hard for people not to simplify, if that makes sense.

A Yeah, well, I think that's absolutely right. People, people will and must simplify. And I think on an individual basis, there's just kind of little that you can do about that. It'll be a kind of chaos of noise and out of which will come use cases that make sense to people, right? I mean, I, I think about AI right now and the way in which people are using these new tools to, to do every random thing from create. I mean, I was like laughing today at, Add, uh, this, these AI images somebody had created of, um, Avengers characters if they were in a Wes Anderson movie. Like, look, it's so funny. And then you're seeing, then you're gonna start to imagine all the ways in which this could be used for, for bad or for good, and people will try all sorts of things, and it'll be noisy and chaotic, and, and I think when you put something out into the world, in a way there's kind of nothing that you can, you can do about that, um, outside of, If you are an innovator, then if you're a sort of an entrepreneur, then find the use case that is going to solve people's problems and really focus on it and then tell a story that is so compelling that it breaks through that noise or it helps clarify to people why this is useful to them. You know, of all that we've talked about so many things today that That, um, that were incredibly disruptive and that were feared and resisted. You would think that el…

AI assessment note: “People, people will and must simplify. And I think on an individual basis, there's”

Q I've ever had. You sent me These six different, would you say their frameworks or theories around how people, um, maybe miss the opportunity to adapt or don't really recognize some of these larger themes that have happened throughout history in the changing order. Why don't we just start there? What, what are these six different frameworks or theories that you've developed and how would you kind of package them?

A Yeah. Um, so I appreciate that. Yeah. I, I sent you a very, very long document that I like pecked out at midnight in a hotel room. That comes out of, you know, me, me seeing how people kind of convince other people to work with them. And the answer is often that they just, they come with a solution. It's like, you know, like if you go to somebody with a solution, how do they turn down good solutions? Uh, which like, you know, don't ask for an opportunity, be the So anyway, when we were first in touch, I was like, I'm just gonna show you a whole lot of stuff, uh, and hope that you will read through it. So, so look, I, I am fascinated by both how entrepreneurs solve problems today, but also about how change happened throughout history. The reason I really love the history stuff is because you know how the story ended, whereas we don't know how the story ends now, or anybody who's working on anything right now, you have truly no idea what's going to happen. And, uh, despite your best efforts to control it, and yet when you look Backwards, you can see how decisions that were made Played out. And I think that those are really instructive. If we can find the patterns across all of this, what we can see is where change and adoption of change goes right and goes wrong. And so I have throughout my work on all this many years been just trying to make sense of all the data, right? I mean,…

AI assessment note: “And so I came up with these six”

Q I've ever had. You sent me These six different, would you say their frameworks or theories around how people, um, maybe miss the opportunity to adapt or don't really recognize some of these larger themes that have happened throughout history in the changing order. Why don't we just start there? What, what are these six different frameworks or theories that you've developed and how would you kind of package them?

A Yeah. Um, so I appreciate that. Yeah. I, I sent you a very, very long document that I like pecked out at midnight in a hotel room. That comes out of, you know, me, me seeing how people kind of convince other people to work with them. And the answer is often that they just, they come with a solution. It's like, you know, like if you go to somebody with a solution, how do they turn down good solutions? Uh, which like, you know, don't ask for an opportunity, be the So anyway, when we were first in touch, I was like, I'm just gonna show you a whole lot of stuff, uh, and hope that you will read through it. So, so look, I, I am fascinated by both how entrepreneurs solve problems today, but also about how change happened throughout history. The reason I really love the history stuff is because you know how the story ended, whereas we don't know how the story ends now, or anybody who's working on anything right now, you have truly no idea what's going to happen. And, uh, despite your best efforts to control it, and yet when you look Backwards, you can see how decisions that were made Played out. And I think that those are really instructive. If we can find the patterns across all of this, what we can see is where change and adoption of change goes right and goes wrong. And so I have throughout my work on all this many years been just trying to make sense of all the data, right? I mean,…

AI assessment note: “And so I came up with these six”

Q or you could say longevity science, you could say genomics. I know those are all slightly different, um, but they all overlap. There's some concern around people doing certain things to their bodies. Um, also, I don't know, there's, there's, there's also cultural issues with, you know, changing what babies you might have and what genes they have. Uh, what do you think about this whole space of maybe biohacking?

A Yeah, I mean, incredibly complicated, um, intersects with a million moral-ish, you know, moral questions, um, but I'll slot it into we imbue our innovations with our own cultural and personal anxieties. Um, I, I think that the, the, the, the, the big disruptive potential of biohacking leads to just unbelievably large questions, um, uh, fundamental questions. But are we gonna get there? Is, is, is that, is that where this is really headed? I, you know, I don't know. I, I have a hard time parsing what is realistic, and what is, uh, you know, somebody's kind of hyperbolic fever dream, but I do think that I do think that as we introduce these and, and, and anything else, it's worth having really intelligent, serious conversations about, you know, the, the, the world that we want to build and, and, um, how the innovations that we have can help us get there.

AI assessment note: “I have a hard time parsing what is realistic, and what is, uh, you know, somebody's kind of hyperbolic fever dream”