One of the things that I work on is something I call integrative thinking. And I like to illustrate it with the LEGO movie. Now the LEGO movie is of course a cinematic, spectacular success. It was a sleeper hit, ended up doing $468 million worldwide box office, more than anybody expected. It was awesome for the LEGO brand. It was around that time that LEGO became the number one toy company in revenues in the world, surpassing Hasbro and Mattel. But the LEGO movie only was the success it was because of the thinking style that went into it from Jernwig Nudstorp, at that point the CEO of LEGO. Because he had two conflicting things to worry about. On one hand was the LEGO brand. If you can have a movie, especially one called The LEGO Movie, if it did damage to the brand, if it mocked the brand, if it deprecated the brand in any way, it would be a disaster. It would have been better to have never done a movie than to have that happen. But he knew from previous experience that if you did movies internally, because they had done a full-length feature that nobody had seen that went direct to DVD, it would be, you know, it just wouldn't be entertaining and boring and wouldn't reach a wide audience. What you needed was Hollywood talent, who knew how to write and direct a movie, could distribute it and get it the wide appeal. However, the only Hollywood talent that would want to work on a corporate movie would be crummy talent. Because they'd worry about that corporation in the end having final cut and saying, oh no, you can't see that, you can't see that, you can't see that. And so you either had to risk the brand by giving final editorial control to Hollywood talent in order to get great Hollywood talent or forego Hollywood talent and try to make a Hollywood-type movie internally. That was the either-or choice. And frankly, most CEOs in that position would have said, hey, life's tough. You have to make these hard choices. You have to make these hard choices. But he didn't. He said, can I do these two things simultaneously? Protect the Lego brand and get Hollywood talent. And so what he did, which was very controversial internally when he did it, is he went to Warner Brothers and gave them full final editorial control. But rather than just saying, OK, now Hollywood, you do what you're going to do. He made a requirement of that, of giving them editorial final control, that they spend time with Lego fans. And what he believed is, even if these Hollywood folks, even if they may have a kind of a subversive streak, anti-corporate, whatever, they couldn't hate Lego if they knew what Lego meant to all of these Lego users, Lego fans. And so what came out of that was a movie that ended up being highly reverential to Lego. In fact, there's a couple of really kind of cool things about it that came out of their interactions. There's a scene between Emmett, right, the lead character, and Batman, who flies in in a black plane. And Emmett says, can I make one in orange? And Batman sort of harshly replies, I only work in black. I only work in black. Or sometimes very, very dark gray. And that was a joke. They put in that because of the conversations they had with Jern McNitztarff, where he talked to them about, or told them the story about when he took over and was turning around Lego. He had chopped the product line. He cut out a color called Old Gray, which is a very, very dark gray color, exactly what Batman said. And he had a firestorm of protest because the Lego fans who were really serious about building used Old Gray, this very, very dark gray. Not dark gray, which was not quite as dark a gray. They needed this very, very dark gray to make shadows on their castles and buildings and the like. So he got into a firestorm of protest from them. He told them that story. And then they put it in as a joke in the movie. And the other thing they found out is that you must never, ever, ever glue Lego bricks into place because you need to build and rebuild and rebuild and rebuild. And so the evil villain in the picture sprayed people with glue. That was the bad thing. And that was the bad thing. And he did. So what ended up happening is that Lorden and Miller, the writer-directors, not only respected the Lego brand, they were absolutely reverential about it. And that's one of the things that made it a great movie. Not just a good movie, a great movie, because the writer-director infused it with so much love and respect and sort of the kind of inside story. So if I generalize from that and say, what did Jernwig Nudstorp do? He did something that I've come to call integrative thinking. So when faced with an either-or tension, a very serious either-or tension, integrative thinkers constructively face that. And instead of choosing one at the expense of the other or vice versa, they come up with a creative resolution of the tension. That contains elements of the tension that contains elements of each. And that is the art of integrative thinking that anybody can do. But they have to have this view that I can get beyond what everybody is telling me is an either-or choice. And they will be the most successful leaders. Yeah.