0:00:08.224,0:00:11.253
Thank you very much,[br]ladies and gentlemen.

0:00:11.253,0:00:14.762
Well, what I'd like to do today [br]in this very brief talk,

0:00:14.762,0:00:18.642
is a small social revolution,[br]I hope.

0:00:18.642,0:00:22.730
As you can see behind me,[br]my talk is about celebrating failure.

0:00:22.730,0:00:27.033
And when you say failure, very often,[br]people just switch off.

0:00:27.033,0:00:29.173
But what I'd like to do is --[br]I'd like to suggest today

0:00:29.173,0:00:33.153
that there are useful failures [br]and not so useful failures.

0:00:33.153,0:00:35.280
And i'd like to try [br]and help you understand

0:00:35.280,0:00:38.381
how we can manage our failures.

0:00:38.381,0:00:40.589
So I'll begin with [br]a very simple question.

0:00:40.589,0:00:45.234
The simple question is: [br]who makes mistakes?

0:00:45.234,0:00:48.296
Everybody absolutely, [br]human beings make mistakes.

0:00:48.296,0:00:51.255
All human beings [br]make mistakes.

0:00:51.255,0:00:52.951
There are no exceptions.

0:00:52.951,0:00:56.978
So if it's inevitable for human beings[br]to make mistakes --

0:00:56.978,0:01:01.004
Why is it that every single error[br]that we make

0:01:01.004,0:01:05.391
we tend to overexaggerate [br]and see it as a disaster?

0:01:05.391,0:01:07.640
We can't get there, [br]we'll never get there.

0:01:07.640,0:01:12.371
It's as if an error, a mistake,[br]a failure means no success,

0:01:12.371,0:01:16.438
It's as if in our brains,[br]we've got this idea of a spectrum,

0:01:16.438,0:01:18.660
on one side you have success,

0:01:18.660,0:01:21.090
and on the other side,[br]it's failure.

0:01:21.090,0:01:23.673
But what i'd like to suggest is[br]that's not the case,

0:01:23.673,0:01:26.744
and if we're able to understand failure,[br]

0:01:26.744,0:01:30.404
and failing well,[br]and create a failing well culture,

0:01:30.404,0:01:34.178
well then we can create [br]the best path to success.

0:01:34.178,0:01:35.681
But to do that, [br]unfortunately,

0:01:35.681,0:01:39.758
we have to make a very big shift [br]in our perspectives.

0:01:39.758,0:01:41.662
It's quite difficult.[br]It's not easy to start

0:01:41.662,0:01:44.060
thinking positively about failures.

0:01:44.060,0:01:45.972
We need to embrace failures.

0:01:45.972,0:01:48.842
What we tend to do [br]is we tend to ignore them,

0:01:48.842,0:01:53.088
or hide them, [br]just pretend they're not happening.

0:01:53.088,0:01:56.072
If we do that, we're unable [br]to take the information

0:01:56.072,0:01:58.173
that comes from mistakes,

0:01:58.173,0:01:59.759
and we're able to take this information

0:01:59.759,0:02:03.294
and use it well [br]on our path to success.

0:02:03.294,0:02:06.454
Basically, I'm gonna give you [br]this very simple quotation

0:02:06.454,0:02:08.590
from Aldous Huxley, [br]I like it very much.

0:02:08.590,0:02:11.106
"Experience is not [br]what happens to you.

0:02:11.106,0:02:14.350
It is what you do with [br]what happens to you."

0:02:14.350,0:02:19.001
In other words, we need to use what happens,[br]and apply what happens,

0:02:19.001,0:02:21.219
rather than pretending something

0:02:21.219,0:02:23.891
that goes wrong hasn't happened.

0:02:23.891,0:02:27.246
And i'd like to begin by showing you [br]that this already exists

0:02:27.246,0:02:32.440
by taking a particular industry [br]that is failure obsessive.

0:02:32.452,0:02:35.100
Everything it does [br]is linked to failure,

0:02:35.100,0:02:37.250
and so it's part of it's culture.

0:02:37.250,0:02:43.000
Why? Well, because if it doesn't [br]manage the small mistakes

0:02:43.000,0:02:48.595
then unfortunately, [br]the result is very strong.

0:02:48.595,0:02:50.393
It's the nuclear industry.

0:02:50.393,0:02:52.531
They have the safest safety record

0:02:52.531,0:02:54.724
of any industry and just as well

0:02:54.724,0:02:57.973
because if they make a big mistake, [br]a disaster

0:02:57.973,0:03:00.844
then many people are killed across continents,

0:03:00.844,0:03:03.951
and also it's a long term disaster.

0:03:03.951,0:03:05.493
So what have they done?

0:03:05.493,0:03:08.395
They got obsessive about mistakes.

0:03:08.395,0:03:11.445
They've started to understand[br]that using mistakes in order

0:03:11.445,0:03:17.449
to stop disasters is the only way[br]to keep safety an absolute premium.

0:03:17.449,0:03:19.567
I'll just show you,[br]just very briefly,

0:03:19.567,0:03:24.382
four main summaries[br]that they've come up with.

0:03:24.382,0:03:30.160
First one, everyone,[br]is responsible for the mistakes.

0:03:30.160,0:03:33.650
Everyone is responsible [br]as they're part of the process.

0:03:33.650,0:03:36.606
Now, once you've understood[br]that everyone's responsible,

0:03:36.606,0:03:39.807
then it gets easier to create[br]an open environment,

0:03:39.807,0:03:41.766
where people are communicating openly

0:03:41.766,0:03:46.555
about what's gone right,[br]and what's gone wrong as well.

0:03:46.555,0:03:50.352
That takes us on to the third idea,[br]and the third idea is questioning.

0:03:50.352,0:03:53.683
It doesn't matter who tells you[br]to do something.

0:03:53.683,0:03:58.314
It doesn't matter how often[br]the process has been followed.

0:03:58.324,0:04:01.553
You can always [br]question that person.

0:04:01.553,0:04:05.498
If the idea is to try and understand[br]and keep safety high.

0:04:05.498,0:04:08.555
And finally, [br]everything that comes out,

0:04:08.555,0:04:12.042
especially the mistakes are shared.

0:04:12.042,0:04:13.688
You can notice that this is from

0:04:13.688,0:04:16.265
the Institute of Nuclear Power Operations.

0:04:16.265,0:04:17.135
What does that mean?

0:04:17.135,0:04:20.767
It's a sector-wide idea.

0:04:20.767,0:04:24.356
In other words, we don't keep[br]our information to ourselves.

0:04:24.356,0:04:28.121
We share it amongst everyone,[br]all the competitors.

0:04:28.121,0:04:29.794
Now that's pretty interesting.

0:04:29.794,0:04:32.876
But where's the link between[br]mistakes and disasters?

0:04:32.876,0:04:35.539
Well, to do that,[br]I'm going to show you this.

0:04:35.553,0:04:37.128
This is the accident pyramid,

0:04:37.128,0:04:41.251
it comes from a very different sector,[br]the insurance sector.

0:04:41.251,0:04:45.834
The insurance sector basically[br]it's based on failure.

0:04:45.834,0:04:48.589
It has business from failure.

0:04:48.589,0:04:52.033
This pyramid behind me,[br]it's about a 100 years old.

0:04:52.033,0:04:55.644
They've updated [it]. What you see, [br]on the screen behind me

0:04:55.644,0:04:58.616
is 2003 figures,[br]something like that.

0:04:58.616,0:05:01.188
What's important [br]is not the exact figure,

0:05:01.188,0:05:03.237
what's important [br]is the relationship.

0:05:03.237,0:05:05.501
We'll begin with [br]the yellow pieces, okay?

0:05:05.501,0:05:07.126
We'll start with first aid.

0:05:07.126,0:05:08.547
What does first aid mean?

0:05:08.547,0:05:10.480
It means that, [br]according to this,

0:05:10.480,0:05:16.787
300 examples of people going [br]to get bandages, medicine --

0:05:16.787,0:05:18.297
In other words, [br]they've cut their finger,

0:05:18.297,0:05:20.770
they're not feeling well, [br]from the company, okay?

0:05:20.770,0:05:27.368
So the company administers medicines,[br]and so on to help people.

0:05:27.381,0:05:30.461
Next one up, [br]30 - severe accidents.

0:05:30.461,0:05:33.015
How do companies [br]see severe accidents?

0:05:33.015,0:05:35.251
Well, usually it means[br]that you've spent

0:05:35.251,0:05:38.354
at least 1 day away from work.

0:05:38.354,0:05:41.686
But, you can imagine,[br]that's a wide range of accidents.

0:05:41.686,0:05:43.239
So it could be breaking your leg,

0:05:43.239,0:05:45.835
it could be a serious illness, [br]and so on.

0:05:45.835,0:05:48.943
And unfortunately,[br]1 at the top, is fatality,

0:05:48.956,0:05:51.739
and fatality means fatality.

0:05:51.739,0:05:54.751
Now why all of this, [br]and why in yellow?

0:05:54.751,0:05:58.083
Well, yellow represents[br]the reported incidents.

0:05:58.083,0:06:01.657
In other words, companies looking[br]at the number of accidents.

0:06:01.657,0:06:04.291
They're trying to understand,[br]how can we bring that down?

0:06:04.291,0:06:06.006
How's it possible [br]to bring that down?

0:06:06.006,0:06:10.004
Especially, the severe accidents,[br]and fatalities.

0:06:10.004,0:06:13.640
We can have processes,[br]we can have rules.

0:06:13.640,0:06:15.568
But how can we really [br]bring it down?

0:06:15.568,0:06:17.100
How we can make a difference?

0:06:17.100,0:06:19.823
And the answer is:[br]the big numbers at the bottom.

0:06:19.823,0:06:21.340
So let's have a look.

0:06:21.340,0:06:24.713
We'll begin with [br]the biggest number, 300,000.

0:06:24.713,0:06:26.580
those are risky behaviors,

0:06:26.580,0:06:29.049
in other words,[br]doing something --

0:06:29.049,0:06:31.256
when you shouldn't really [br]be doing it.

0:06:31.256,0:06:33.455
So you're tired, [br]you're stressed out,

0:06:33.455,0:06:35.929
you're not concentrated.

0:06:35.929,0:06:37.420
And the next one up, 3,000.

0:06:37.420,0:06:39.911
Well, that's near misses,[br]in other words,

0:06:39.911,0:06:43.645
a chain of risky behaviors, 1, 2, 3, 4.

0:06:43.645,0:06:46.618
That would be a disaster unless[br]it were for luck.

0:06:46.618,0:06:49.570
So we were lucky [br]not to have a disaster.

0:06:49.570,0:06:51.494
Okay, so that's the idea!

0:06:51.494,0:06:55.926
And the basic idea is if we can manage[br]the 3,000 and the 300,000, [br]

0:06:55.926,0:07:01.047
we can reduce [br]the really tough things in the yellow.

0:07:01.047,0:07:04.287
That's the idea,[br]but, and here's the big but.

0:07:04.287,0:07:06.429
In order to be able to manage

0:07:06.429,0:07:10.134
the big numbers at the bottom,[br]we need people to tell us.

0:07:10.134,0:07:12.737
Because in the white [br]it's the not reported.

0:07:12.753,0:07:16.013
It's people keeping [br]mistakes to themselves.

0:07:16.013,0:07:17.955
Now I thought, okay,[br]that's interesting!

0:07:17.955,0:07:19.032
That's about industries!

0:07:19.032,0:07:22.786
But can we apply this [br]to everything, to life?

0:07:23.694,0:07:25.588
And it turns out, we can!

0:07:25.588,0:07:28.595
We can apply this [br]accident pyramid to anything.

0:07:28.595,0:07:33.179
So I decided to apply it to something[br]a disaster I brought for you,

0:07:33.179,0:07:35.080
which is my marriage, okay?

0:07:35.080,0:07:38.616
Now, before we have [br]a look at my marriage,

0:07:38.616,0:07:40.069
in terms of the accident pyramid,

0:07:40.069,0:07:43.088
I'm just gonna ask,[br]is anyone else in the audience,

0:07:43.088,0:07:46.007
have you ever finished [br]a long term relationship?

0:07:46.007,0:07:48.708
If you have, just put your hand in the air,[br]just so I understand.

0:07:48.708,0:07:51.474
Fantastic! Oh, just people in the front [br]apparently, not in the back.

0:07:51.474,0:07:53.034
Okay, good!

0:07:53.034,0:07:56.922
So if you have ever finished [br]a long term relationship,

0:07:56.922,0:07:59.003
you can play along with me, okay?

0:07:59.003,0:08:02.005
The others, you're just [br]gonna have to imagine.

0:08:02.005,0:08:03.212
So, let's begin.

0:08:03.212,0:08:05.227
My personal accident pyramid.

0:08:05.227,0:08:07.948
Risky behaviors, 300,000.

0:08:07.948,0:08:09.220
Wow, that's a lot.

0:08:09.220,0:08:14.585
Examples, well, it could be drinking [br]the beer directly out of the bottle.

0:08:14.585,0:08:19.299
It could be forgetting [br]my mother-in-law's birthday.

0:08:19.299,0:08:23.249
It could be paying electricity bill late,[br]so I have to pay extra.

0:08:23.249,0:08:24.936
Something like that, okay?

0:08:24.936,0:08:26.484
Fine, next one up.

0:08:26.484,0:08:29.944
Near misses, well that's a chain [br]of risky behaviors,

0:08:29.944,0:08:32.775
where basically, [br]there would be a big argument

0:08:32.775,0:08:36.934
if it were not for the situation[br]so maybe my wife and myself,

0:08:36.956,0:08:40.740
we find ourselves in a public place,[br]in a theater, so we can't argue.

0:08:40.740,0:08:43.770
We're in front of my parents.[br]That's basic idea.

0:08:43.770,0:08:44.626
Let's go up to 300.

0:08:44.626,0:08:47.315
Oh well, that's when [br]there's screaming arguments, okay?

0:08:47.315,0:08:50.805
So that's when there's [br]a difference of opinion.

0:08:50.805,0:08:53.088
I think is what I'd say.

0:08:53.088,0:08:54.418
We go up to 30.

0:08:54.418,0:08:56.858
30 I put out [br]as walking out of the house,

0:08:56.858,0:09:01.585
but you can also include, if you wish,[br]slamming doors, and so on.

0:09:01.585,0:09:04.178
And finally, number 1.[br]That's a letter from her lawyer

0:09:04.178,0:09:06.911
saying I want a separation, okay?

0:09:06.911,0:09:10.702
So, I thought, well --

0:09:10.702,0:09:12.702
How did that happen there?

0:09:12.702,0:09:16.002
I mean we didn't get married[br]for us to get divorced, right?

0:09:16.002,0:09:17.709
So how did that happen?

0:09:17.709,0:09:20.498
And it turns out [br]that the best way for me

0:09:20.498,0:09:26.345
to have managed this disaster[br]is exactly the same ideas

0:09:26.345,0:09:28.671
that the nuclear industry had.

0:09:28.671,0:09:30.163
That's amazing!

0:09:30.163,0:09:34.095
Everyone in the relationship [br]is responsible for the process.

0:09:34.095,0:09:37.297
Openness means open communication,

0:09:37.297,0:09:39.611
and so giving feedback,

0:09:39.611,0:09:42.800
questioning whatever it is is useful,

0:09:42.800,0:09:44.480
and finally constant learning

0:09:44.480,0:09:46.695
in order to help yourself get to,

0:09:46.695,0:09:49.512
in this case, a successful situation.

0:09:49.512,0:09:53.965
So, if it's so obvious, [br]why don't we do it?

0:09:53.965,0:09:58.063
Well, David Ledbetter spoke about[br]you are what you share.

0:09:58.063,0:10:00.317
And an interconnected world,

0:10:00.317,0:10:02.587
there is so much potential for sharing.

0:10:02.587,0:10:06.527
But we're afraid [br]of sharing information.

0:10:06.532,0:10:08.871
We're afraid either in relationships,

0:10:08.871,0:10:11.389
or in a much bigger situation,

0:10:11.389,0:10:13.495
in organizations as well.

0:10:13.495,0:10:14.358
Why is that happening?

0:10:14.358,0:10:19.110
Well, I'm going to suggest [br]that it's a question of timing.

0:10:19.130,0:10:24.961
There's a basic idea that short term[br]is ever more important.

0:10:25.531,0:10:28.194
In other words, you're looking just [br]at the next quarter.

0:10:28.194,0:10:29.551
What's happening at the next quarter

0:10:29.551,0:10:31.727
we're not looking ahead enough.

0:10:31.727,0:10:36.510
And short-termism [br]has permeated society.

0:10:36.510,0:10:37.852
But this is a problem,

0:10:37.852,0:10:39.569
Because basically, at this point,

0:10:39.569,0:10:42.116
where's the innovation coming from?

0:10:42.116,0:10:44.771
Where's the learning coming from?

0:10:44.771,0:10:47.873
Where's showing initiative coming from?

0:10:47.873,0:10:50.773
Basically, ladies and gentlemen,[br]very often it seems

0:10:50.773,0:10:54.622
that we're paid to not make mistakes.

0:10:54.622,0:10:57.714
But you know, if you are paid to[br]not make mistakes

0:10:57.714,0:10:59.963
then how are we gonna go forward?

0:10:59.963,0:11:02.134
How's that possible?

0:11:02.134,0:11:04.537
And a correlation to not making mistakes,

0:11:04.537,0:11:08.891
ladies and gentlemen,[br]unfortunately, is the blame culture.

0:11:08.891,0:11:13.028
The blame culture when there [br]is a mistake is this finger pointing.

0:11:13.028,0:11:14.744
It's your fault.

0:11:14.744,0:11:16.974
And so what we can do is we can

0:11:16.974,0:11:19.058
put the responsibility on to a person.

0:11:19.058,0:11:22.870
We can attribute the problems[br]to a person.

0:11:22.870,0:11:25.471
But does that mean [br]the problems have gone away?

0:11:25.471,0:11:28.086
Probably not, probably not.

0:11:30.410,0:11:32.732
What all of this has caused, [br]ladies and gentlemen,

0:11:32.732,0:11:35.850
is if I make a mistake, [br]it's probably best to me

0:11:35.850,0:11:39.129
to shut up, to keep quiet,

0:11:39.129,0:11:42.088
and this creates cover ups.

0:11:42.088,0:11:43.316
And what the cover ups do?

0:11:43.316,0:11:48.161
Well, cover ups create the potential[br]for systemic disasters.

0:11:48.161,0:11:50.682
That's the fatality at the top.

0:11:50.682,0:11:52.862
I'll give you some examples.

0:11:52.862,0:11:57.236
1986, this is a technological disaster.

0:11:57.236,0:12:01.197
Space shuttle Challenger disaster.

0:12:01.197,0:12:05.693
Logistics, how about [br]the Denver international airport

0:12:05.693,0:12:09.735
automatic baggage handling system.

0:12:09.735,0:12:14.268
It went more than half [br]a million dollars over budget.

0:12:14.268,0:12:18.238
It failed to deliver for 10 years,[br]and finally, it was stopped.

0:12:18.238,0:12:21.112
A little bit more recent[br]the environmental disaster

0:12:21.112,0:12:24.620
that came out of the deep water horizon.

0:12:24.620,0:12:26.612
All of these are systemic disasters

0:12:26.612,0:12:29.228
but maybe the biggest one,

0:12:29.228,0:12:30.685
is something we're living through right now,

0:12:30.685,0:12:32.728
which is the financial crack.

0:12:32.728,0:12:34.147
What you can see behind me,

0:12:34.147,0:12:38.126
is the Economist front cover.

0:12:38.126,0:12:42.082
But my question to you is: [br]which year do you think this is?

0:12:42.082,0:12:44.290
2008? 2010?

0:12:45.721,0:12:50.072
No, actually, unfortunately, [br]it's November 1997.

0:12:50.072,0:12:53.356
You see, we're not very good [br]at learning from failures.

0:12:53.362,0:12:57.387
We tend to sort of forget them,[br]ignore them.

0:12:57.387,0:13:00.427
Let me try and put everything together, [br]in synthesis.

0:13:00.441,0:13:04.938
Well, in a perfect world, [br]everything would be right,

0:13:04.938,0:13:07.597
and we'd understand, [br]and that would be wonderful.

0:13:07.607,0:13:10.229
But we don't live in a perfect world!

0:13:10.229,0:13:12.378
Let's take the opposite.

0:13:12.378,0:13:16.579
I do something, it doesn't go right,[br]and I don't understand why.

0:13:16.579,0:13:19.358
And probably, [br]I don't want to understand why,

0:13:19.358,0:13:23.698
because failing is bad. [br]So I'll just forget it!

0:13:23.698,0:13:29.692
Short term pressure makes us feel

0:13:29.692,0:13:33.002
that what's come up [br]now is the answer.

0:13:33.002,0:13:37.104
In other words, you're successful,[br]but it's not important

0:13:37.104,0:13:39.892
how or why you were successful.

0:13:39.892,0:13:43.755
And very often, short-termism [br]means you were lucky.

0:13:45.017,0:13:47.341
Well, that's good for [br]the immediate result.

0:13:47.341,0:13:49.061
But there's a problem. [br]And the problem is --

0:13:49.061,0:13:52.624
you don't know how to repeat it,[br]and probably what we're doing is,

0:13:52.628,0:13:55.630
we're sewing the seeds [br]to an eventual disaster.

0:13:55.630,0:13:57.844
So what I'm going to [br]suggest this afternoon

0:13:57.844,0:14:02.321
is why not think about [br]short term mistakes

0:14:02.330,0:14:04.384
being an important part of learning

0:14:04.384,0:14:06.385
to get to the overall goal?

0:14:06.385,0:14:09.679
In other words, shifting, [br]moving from this idea

0:14:09.679,0:14:12.161
of successful - unsuccessful,

0:14:12.161,0:14:17.004
to why we are [br]successful or unsuccessful.

0:14:17.004,0:14:18.354
That's the basic idea.

0:14:18.354,0:14:19.918
So, let me put it all together.

0:14:19.918,0:14:22.887
What have I learned from failure?

0:14:22.887,0:14:24.071
I've learned these things here.

0:14:24.071,0:14:27.586
First, failing well means learning,

0:14:27.586,0:14:30.638
especially the difficult feedback.

0:14:30.638,0:14:33.439
In fact if you can take something [br]from the difficult feedback,

0:14:33.458,0:14:36.240
that's usually the most[br]important information.

0:14:36.240,0:14:38.477
Second one, [br]if you're too short term

0:14:38.477,0:14:40.069
about how you see things,

0:14:40.069,0:14:43.467
you're probably creating, [br]without knowing it,

0:14:43.467,0:14:46.547
the basis for a long term disaster.

0:14:46.547,0:14:49.670
Third, accountability doesn't mean[br]punishing people,

0:14:49.670,0:14:53.747
it menas understanding [br]you're part of the process.

0:14:53.747,0:14:57.846
And finally, if we can create[br]a no blame culture,

0:14:57.846,0:15:02.284
basically, we automatically [br]have more openness.

0:15:02.284,0:15:04.705
So there's much more [br]information that comes out.

0:15:04.705,0:15:07.083
Now, I can't do this by myself.

0:15:07.083,0:15:11.799
I can't create a failing well [br]culture by myslef.

0:15:11.814,0:15:13.362
So, I need some activists.

0:15:13.362,0:15:16.361
And I thought I'd start with [br]600 people today, okay?

0:15:16.363,0:15:18.088
So I know you're busy today.

0:15:18.088,0:15:21.102
So, as of tomorrow, [br]ladies and gentlemen,

0:15:21.102,0:15:23.791
let's all start failing well.

0:15:23.791,0:15:24.677
Thank you very much!

0:15:24.677,0:15:27.482
(Applause)

0:15:31.144,0:15:32.990
Host: Now, Tim, I have one question.

0:15:32.990,0:15:35.776
We're in European, Western society

0:15:35.776,0:15:38.594
and most of your examples, [br]nuclear and so on,

0:15:38.594,0:15:41.714
were from this society,[br]this culture.

0:15:41.714,0:15:44.201
Do these messages [br]apply across cultures?

0:15:44.201,0:15:46.482
TB: Yes, it's a very good question!

0:15:46.482,0:15:48.248
In terms of short-termism.

0:15:48.248,0:15:50.431
So this idea of just looking [br]at the next quarter,

0:15:50.431,0:15:53.688
that's very much an idea[br]of the western world.

0:15:53.688,0:15:57.308
But the idea of cover ups,[br]is world-wide.

0:15:57.314,0:16:00.659
It links to how much information

0:16:00.659,0:16:03.840
is power if you retain it [br]or you share it.

0:16:03.840,0:16:06.318
But let's say what's [br]underlying everything.

0:16:06.318,0:16:07.716
So in other words, [br]what goes across cultures,

0:16:07.716,0:16:10.089
is the idea of embarrassment and shame,

0:16:10.089,0:16:12.007
which changes from culture to culture.

0:16:12.007,0:16:13.812
So, in the eastern cultures,

0:16:13.812,0:16:17.675
shame would be[br]looking bad in front of the group

0:16:17.675,0:16:19.938
whilst generally in the west --

0:16:19.938,0:16:21.470
It's shame feeling.

0:16:21.470,0:16:23.722
I'm unable to do something - the individual,

0:16:23.722,0:16:25.580
So yes, the basic idea.

0:16:25.580,0:16:27.721
But how we would change that

0:16:27.721,0:16:29.925
that's gonna change[br]from culture to culture.

0:16:29.925,0:16:31.981
Host: Okay, thank you very much![br]Tim Baxter.

0:16:31.981,0:16:34.700
(Applause)