The Ledger, every show

“And the thing that has changed is that they are now forming opinions or arguments based on how they feel in that moment. It's not to do with what's being said or who's being said. It's based on how it makes them feel.”

“For such a long period of history, we've trusted the technology to do something. And now we're testing, trusting technology to decide something and to create something. And the reason why this is so important for entrepreneurs and designers and business leader…”

“So the fact that it can't absorb emotions, that it doesn't get flooded, allows it to be empathetic in a way that humans can't, like whether you're a therapist or whether you're a doctor. And the interesting question is whether, where it stops. So it's really g…”

“What no one has figured out is how do you really signal trustworthy information?”

“These platforms make a lot of money of people who are not trustworthy to give that kind of information.”

“So in that meeting, you'd actually want people to be defensive because they're engaged and that's a sign of trust.”

“And then the disenchantment, I mean, personally, I think people need to go.”

“I don't actually think That how do you get people to trust us is the problem. I think too much trust is the problem is the first thing I'd say.”

“Where as you, as a company, are you not aligned? With the best interests of your users, of the people that you serve, of the people providing the inputs and the information, because those misalignment problems, they're integrity issues, and they are not going …”

“So my basic definition of trust is that trust is a confident relationship with the unknown.”

“Trust is in crisis in traditional institutions. We all know that, but the reason why it's in crisis when you separate our individual characters is because many of those systems and many of those structures have a design problem when it comes to trust in that t…”

“History has gone through three chapters of trust, local, institutional, and what we're now in is distributed.”

“Most of us, 80% of us, are naturally trusting human beings. Our propensity is to give trust.”

“Everything is designed around speed and efficiency. I mean, you talk to most entrepreneurs, it's about taking out the friction. And so, we don't realize that process of, like, literally giving our trust away has been sped up and accelerated, and we don't take …”

“I even see this, you know, I get to lecture at Oxford, and I even see this in graduate students, where you're still pointing out that distinction.”

“And what we're seeing is, like, that cycle of, from defensiveness to disenchantment, it goes a lot quicker without, again, the physical face-to-face contact, because when you're removed from one another, you fill in the blanks.”

“It's 80% of leaders regret how long they've kept someone on their team that distrusts them, because they are causing not just damage, but you think about, like, the mental consumption, right?”