English transcript

If it hasn't been done, and if it's of value, there's really good reasons it's not been done.

And so when you're confronted with those reasons, you've got two choices.

You can say, oh, that's a very good reason. I'm sorry for bothering you.

Or you can say, I don't believe that. I'm going to find out more.

I'm going to find somebody who's got more experience.

There's that sort of resolution where, I mean, George Bernard Shaw talked about how you have to reject reason to innovate.

You have to say, well, we understand this is all very reasonable.

This is what people believe. But you know what? I'm actually going to ignore you completely.

And if you're a fairly sensitive person, ignoring very smart people is really difficult, that decision to ignore expert opinion.

That happens every single time we do something.