About this talk
In this talk, the speaker, Dorca Noa, addresses the concept of 'poly crisis,' highlighting the series of overlapping crises affecting the modern world since 2020, such as COVID-19 and geopolitical tensions. As a neuroscientist focused on organizational development, he emphasizes that organizations thrive not on structures but on understanding human behavior, particularly under stress and uncertainty. He explains critical biases such as ambiguity aversion, temporal discounting, and the IKEA effect that impact decision-making in organizations facing technological change, especially regarding AI adoption. Drawing from neuroscience, he offers practical strategies to enhance AI integration within organizations while improving employee engagement and efficiency, focusing on overcoming the natural human aversion to uncertainty and change.
Full transcript
[applause] Thank you. Thank you so much. Hopefully you are hearing me well. Yes. Okay. So, this is Dorca. Noa. Your pronunciation was almost perfect, but being a Hungarian, you have used to it. I've never presented from my own laptop. Okay. So, I'm absolutely excited if my laptop gonna screw something or not. We'll see. Okay. So, we are at the end of the day. Hopefully you are tired,
exhausted. No, not really. Okay, great. Uh, I'm 43 at the moment and I do have an information that being a 43 years old means that my focus time is around 4 minutes. Okay, hands up. Who is younger than me? Great. Hands up. Who is younger than 27? Okay, then go away guys. Your focus time is 8 seconds. So I have lost you at my beginning the pronunciation
part. Okay. So because our focus time is decreasing day by day basically I decided to give you an opportunity to still listen. Okay. And that's why I split my presentation normally into three parts. So you have to manage 15 minutes of focusing and then 15 minutes again and then again. Okay, would that work? Okay, great. So what does it mean poly crisis? Um what my job here
is that we have all together 45 minutes and in that 45 minutes I would kindly ask you to close your laptop give away your phone just sit down and try to listen and understand the whole world all around us. Okay. Since 2020 the economists are saying that the name of this era we are living this is the so-called poly crisis. Have you ever heard that word before?
You are too young. Poly crisis means that we are starting one crisis which is not ending and the second one is overlapping the first one. Okay, that what we see in our world since 2020 since the COVID 19. Okay. So, COVID started first world war started in Ukraine and then now Iran inflation, gas prices, what else? You can't even count the numbers of the crisises we are
living in. But I'm not here to talk about poly crisis. I'm here about talk please sit down. I'm here to speak about our brains because I'm a neur neuroscientist and we are working in organizational development how to develop organizations. Okay, I do that for 10 years and still I can tell to you that I don't believe in organizations at all. I believe in people because we all
are humans and all the brains are exactly the same. Maybe not exactly. Maybe yours is bigger than mine. Maybe you are more clever, maybe not. We'll see. So in a poly crisis situation, there is an unpronouncable English expression. Try to pronounce it. Uhhuh. You thought as well. So let's enjoy my feel here. Ambiguity aversion. Okay. That means that in a poly crisis situation, your brain tend to
avoid everything which is which is too complex. Okay. which you cannot understand. I going to show you in the next couple of minutes, couple of yeah 45 minutes we'll see. So uh a lot of studies and a lot of names and I asked already the organization to send you over the slides. So you shouldn't remember the names but after that if you are interested you can double
check the studies because these all are very famous behavioral studies which you should know if you are working with organizations and I I really do think that all of us are working in some ways in developing organizations. Okay. So named after Daniel Asbach there is a famous paradoxon which is the following. If you have two bags and one bag has 50 red ball and 50 blue ball
and the other bag is full the exact same 100 balls all together but you don't know the exact ratio. Okay. And the task is the following. If you are drawing one red ball then you're going to have 1 million US. Okay. So which bag would you choose? the 50/50 or you don't know the ratio. You would say that who cares, right? The math is totally the similar,
right? You have 50% of chances and still 93% of all the people of all the human beings, all of us are choosing the 5050 bag. Okay. more than 70%. So almost three out of four people would pay money for choosing for drawing the ball from the 5050 bags. What does that mean? That does mean that we are avoiding the uncertain situations. Okay, we love the certainty in
organization and developer. There are development. There are a couple of sayings which you should be aware. The f um the first one is the sentence on the above. First know the human then their hometown because there are some cultural differences between all of us. And if you are thinking about developing an organizations, developing starting an AI program for example, starting to understand what the hell is happening
when you have already launched more than 200 code uh software for example and nothing happened in the organizations. So then you have to think about what Trump uh who was a social scientist was saying that there is no shortcut to the business world. Because there are a lot of studies, a lot of intercultural studies which are showing that the uncertainty avoidance of the nations are different. Okay?
And the interesting point is the following. You can see here some examples. You can see China, you can see Latia, Poland and the United States. I picked them based based on the most interesting. I already see some nodding here. So in Asia the situation is not the same. Okay. The the iceberg parad paradoxon what I have showed you this is true for them as well because there
are humans as well. But the intercultural uncertainty avoidance is lower. Okay. But in terms of Latvia this is already 60 63 and the scale is on 100. And these are intercultural studies which has been repeated over and over for decades and the results is similar. Okay. But in terms of Poland and we we we do share the same number in Hungary as well. This is over 90%.
Okay. So we just hate uncertainty. If something is uncertain then we are avoiding it and that's it. That's how the human brain is working in a poly crisis situation. In the US they happily live after at the other side right with a 46 like Asia almost like Asia. Okay. So what you should remember that you are not developing organizations but you are developing people only. Okay. So
you should be aware about the human behavior and in a complex situation in a poly crisis situation in an era where we are all living in after 2020. The human brain is doing a simplification a 01. This is absolute normal and this is valid for all the cultures we live in. And that's why for example if you are just thinking about politics this is a very hot
topic in Hungary right after the election. Yeah. So for example that's why we do think and you do think as well that either leftwing or the right wing is the good one. Okay. And the other ones right that's the normal thinking. There are a lot of people in an organization who are who are saying that they have never seen a much more beautiful thing than AI is.
AI is just perfect. They are the one people I'm one of them. And the other one are saying that yeah they are lying. TGPT going to kill us. AI going to kill us. We all lose our jobs etc etc. Okay. So this is what you should know about human brain. Okay. In a complex poly crisis situation, you are simplifying. The simplification is the only thing which your
brain is doing. You survived the first 15 minutes which wasn't 15 minutes because I forgot to start my watch. Okay, that's happened sometimes. No problem. So, we are in that situation. We already know that the the single people the single humans sitting in your organizations are trying to simplify the situation. So let's see what's happening then in the organization because we all know these numbers. There are
a lot of studies out there and I I hope that you were listening to the last presentations and we heard about 17 times that 90 95% of all the EI implementations are failing. If you would be as old as I am, then you would remember that we told the exact same when we tried to introduce SAP in the in the um 90s and so on and so
on. Okay. So this is this is our exact numbers. So geni pilots fail to scale. You don't have to shoot photos because you will be getting the presentations. I will show you three more thing to remember. Okay? And I uh we don't we know about the human brain that we are able to remember three things. You will be able to remember around 12 at the end of
the presentation. We'll see which one. Okay. So the first one which you should think about if you are thinking about your AI implementation project is the temporal discounting. A temporal discounting is a bias. Do we know what a decision bias is? not really. Okay. A decision bias is something which is evolutionary wrong with our brains because it's it's a sad thing to know but we all are
clever monkeys. Okay. Nothing more, nothing less. The brains are have our brains have some evolutionary aspect which you couldn't change if you even if you are aware of it. Okay. So temporal discounting means that if I give you one apple today or you have an option for getting 150 apples in one year then you're going to choose what today. Yeah absolutely today you're going to do the
today and that's why you are choosing the easier choices because this is one of the shortterm biases in our brains. Okay. So when you are when you have already started your AI implementation projects and they have they have listened to the boring e-learnings and they were sitting through all the front trainings you have and nothing happened. That's why because they are doing the temporal discounting as well
and it's definitely easier to open the stupid Excel tables instead of letting Gemini to do the work instead of you. Right? So that's why temporary discounting is working here. There is another one which is even more important what we see in organizations when we where we are developing. This is the afford justification bias. I'm not satisfied with the resolution of the slides. Are you? No. Okay. So
I that's not my eyes. So an effort justification bias means that if you do if you do something with a great effort then you will see that it's much more valuable and the best example for that this is the cosmetic industry industry if you are doing a 10step skinare routine I try not to be any gender but yeah okay so if you are doing a 10step routine
then you will get the feeling that you've done more than if you had used the one cream which was definitely perfect for your grandma. Okay, this is the effort justification bias and AI will do the opposite with us. That's why there are many clients who would who would tell to you who would say to you that's that's too easy. That's cheating. That's not cheating. Using the autosome
in the Excel, it's not cheating, right? Using the car instead of the horse, this is definitely not cheating. But still, you get the feeling that if something is too easy, then it's cheating because you can't do the effort. Thank you for helping me with the timing. I will manage. Okay. So this is the effort justification bias. So your people should feel that they did the effort. Okay.
Otherwise they won't have the feeling of the ownership. And the third one I tend to say all the three that this is the most important for all of okay this is my thing. This is the IKEA effect paradox. We all should know the IKEA effect paradox. Hope you have an IKEA in Latvia. Hopefully one in Ria. Everyone suffered to build one, right? IKEA is living from that
because if you are doing the effort, if you are doing the building, then you will love that furniture more. Okay, this is the IKEA effect paradox. This is that you felt that you've done something. And there is another example which is quite interesting and may maybe less known that the IT effect paradox which you implementing AI to a to a large organization even for a to a
small one. And this is the chocolate cake powder. Have you ever heard about the doctor's famous chocolate cake example? Hope not. No. Great. So the story was the following. In the '9s when they when they have started in the US to do this ready to bake cake powder they have created the best chocolate cake powder which you could ever imagine. You have to had just pouring some
water in it, steer in it, bake and it was perfect. So they've done all the tests, all the market, the consumption tests, everything went very well. Then they started to launch the product and then it failed. It was the biggest fail of the life of Dr. Atkar. Why? Because the housewives these ones the housewife has had nothing to do with it. Okay. So Dr. Redker's solution was
very easy. They removed the egg powder from the chocolate cake powder. So the housewives had to put the whole egg on their own in the powder, steer it, bake it and it was ready and then relaunch the product without the egg powder. And it was a huge success. You can still buy the famous chocolate cake powder powder over there. And the reason of the success was this
one only. You had to put your egg into your own chocolate cake. Okay, I know that it's quite hard to think about so many metaphors, but you should remember it. If you are not letting your people in the organization, if you want to get through to a change to put their own acts into the powder, then it will be a huge fail. That's why we are we
are seeing um um a very many unsuccessful projects. Okay. So, these are the three mo most important parts. So let's see how you will make it work then. Okay. So how you will make it work the whole change process. [snorts] I promise that there will be three. I lied. There will be another three. Okay. Um the first one is the following. This is the so-called HV amigdala
feedback loop. Uh HV means heart rate variation. I promise not to show you brains. Okay. But still you should know something about the brain works. Okay. If you if I'm in a fear, then my heart rate variable variability will be flattened out. Okay. Meaning that I'm stressed, my amygdala, which is important for my emotion, for my scare, for my love, for my being angry, etc. These emotions
is going to strive, which means that the prefrontal cortex activity will be decreased. And the prefrontal cortex is the one who is responsible for the decision making. Okay. If I'm sitting in my chair in my organization and I get the email from the CEO that there will be a new agentic AI project just started and they are uh they are requesting volunteers to join the team then
I will be panicking. Okay. Because I get the feeling that an agentic AI will replace myself. That's for sure which may happen or may not. We'll see. And in that case in that fear my prefonta cortex which is responsible for the decision making cannot be used. So as there is a saying in in Hungary which can be said in uh in English as well somehow it is
that if you are stressed you are stupid and this is very much true. Okay. So if you are stressed out you can't decide your decision part of your brain won't be working. That's there are a lot of studies showing that and there is another there is another syndrome which you should be aware if you are working about how to implement anything in your organization including AI and
this is the quantum work syndrome. If you are losing your leg in an accident for example then there are a lot of exam um studies who are showing who are showing that uh people are still feeling the pain after there is not a single nerve over there. Okay. And this is the phantom leg syndrome. This the phantom work syndrome is absolutely the same. There are some narrow
ways in my in my head and in your head as well and these narrow ways are comfortable are um are very much wide basically and the new ones this have to be created. Okay. So if you are starting to use CH GPT for example, let's get with the easier and you have success then it try then it somehow starting to build up but if you haven't have
any success then you will be back with the comfortable with the phantom work and open your emails again without knowing what to do. Open your Excelss again, open the quite the similar processes because these processes in your brain are already used are already ready. Okay. And the last one which you should remember here is the system one system through thinking. This guy Daniel Connoran has um received
a Nobel Prize 20 20 30 years ago due to realizing that there are two types of thinking in in our head. So everyone who is saying that multitasking is not existing is wrong. Unfortunately, neuroscientists have proven years ago that multitasking is a thing. You can't do you can do multitasking. If you can combine system two and system one thinking system two is for example when I'm on
a stage and I have to speak on my third language. I have to get your focus. I have to be there. This is very tiring. you will be just dead after we have just had this conversation that it's a very tedious thing right yes this is this is system two thinking but the system one this is very good this is very quick so for example you are
driving you are uh checking your ways you are checking your messages you are arguing with your wives in WhatsApp you can still listen to the music etc etc these are the automatic thinking so for example if you are if your husband is saying that he can't do a phone call while putting the things into the washing machine then that's because he haven't practiced it enough. Right. Definitely
because otherwise you could combine it. Yes. And this is this is the plan here to deal any kind of AI no matter if it's already an agent or you are at the beginning at the normal AI geni tools. If any AI tool is in system two and it's tiring, it's tedious for you, then you won't use it. Okay? So, you have to practice it enough for being
able to do it automatically, quicker, simply easier than your husband is doing the washing. Okay. So, let's see the let's see the the three steps which should be reading uh needing for that. Okay. So the fear shuts down the learning. We have already learned that learned that. Okay. So no amount of training can overcome a brain in that survival mode. Remember what I told you about amygdala
activity. Okay. So if your employer feels threatened by AI, they are nodding already during the training sessions but the leadership blooms only the tool and nothing is happening. And there is a simple trick which you could use which we have uh used in many organization and and it's absolutely banal and still working. Okay. So the first one is always the naming. Okay. So there are a lot
of studies more than 50 years old 50 not 15 years old studies who are already who has already shown that if you are naming your fear then o only the naming could decrease the fear itself. Okay. So every workshop should be starting but about realizing what are our current feelings, how we are how we are feelings, how we are feeling ourselves when we would like to use
AI. Okay. So this is the naming. The second one is the reframe it. Everyone is having that fobu feeling. Fobu means fear of becoming obsolete. That's absolutely normal that you have this. Okay, three years ago I have to had one whole year for example for building a new capability for my organization, a development company. Last week we did it with 12 agents in two and a half
days and it was ready. That means that I could become obsolete as well. That's a normal feeling. Okay. But if you are able to understand, if you are able to [snorts] to realize that your capability are stable and AI is just a layer on the top of it. So you can really augment yourself not replace yourself. If you have that realization in your organization, then they are
starting to use the tools. And I will show you a couple of tricks how to start that usage. Okay. And last to remember but not least definitely that uh as I told you unfortunately we all are same monkeys in terms of dopamine addiction as well. Okay. What does that mean? That means that um you are constantly seeking and searching for small dopamine spikes in your life. No
matter if it's a LinkedIn notification or if it's an Instagram notification or what or what else. Okay. So small constant dopamine spikes. If you are already in that phase what you Eugene has just shown us and you are you are conducting several agents for example then you can have that feeling that it's it's so positive to get that constant dopamine spikes but you have to reach that
kind of addiction in an organization for being able to keep them amused. Okay? Because otherwise they going to just sit there and refreshing the emails because if there is a new inbox that's a small dopamine spike even if you are not happy because dopamine is definitely not the hormone of happiness. Okay. So name it. I put all the text here just for getting able to reach it
and read it after. Okay. So name it, reframe it and micro it. Okay. These are the three tricks which we're definitely working. And at the last part, let me show you seven tricks which we have used in several organizations. They are absolutely easy to start with. You can start at your organizations as well. And these are working. These are definitely working. Okay. And as in the last
presentation, we heard we can measure the AI to adoption. That's for sure. We can measure that. This is nothing to do with income. Okay. This is nothing to do with profitability. This is only AI usage, AI adoption, right? So the measure daily adoption was able to uh triple themselves in six week okay with that trick first which I have already shown you and after that with that
seven small exercises and we haven't done more in the organizations and this is absolutely working. Okay. So the first one is the AI 20. When you are starting an AI project then everyone is starting in a large organizations. Hands up who is working a larger organization than 500 employees. Great. When you are starting an ai project then what's the first step? What's happening? The first is that
you have some trainings. That's quite normal. You have some trainings. you are trying to increase the AI literacy level etc etc. Well, I'm working as a learning and development consultant as well. I'm a head of a consultancy company and still I can uh I can give you the hint then this is definitely not a tool any geni tool to train okay because you can learn it absolutely
autodeductically as well. So the first one was in the organization the AI20 that means that we started with a simple ring okay a simple bell it has and then every single employee had to use some AI tool whichever they wanted to for 20 minutes not and then close and that's it and the and the second day again and the third day again and the fourth day again
why because if you are remembering the phantom work what I have shown you that happened there. Okay, we have started to build up the new roots. Okay, the new habit on the first day they were absolutely shocked. Why should I use this The copilot is terrible. We know that, right? That's true. But still, if you have that available, you have to use it and it's still much
more clever than you are normally. Okay. So, AI20 was the first trick which which we did and you had to do this for around I don't know maybe two and a half weeks then we forgot it because it at the second week and the end end of the second week they have already used it from from the morning even from the cast normally while commut commuting. Okay.
The second one is the daily AI hero spotlighting. We are working in a lot of uh IT development companies as well and I was very surprised because I would have thought that in an IT sector there won't be skeptics there will be only the guys who are using the parallel close code agents and so on and so on but that was not the situation definitely in the
development companies we saw the exact same thing maybe not today but one and a half years ago that there were some early adopters who has already brand a couple of what was available at that time Vincerf or whatever even before clothes code and they have started it but the other ones haven't done a single thing okay because they have thought that this is this is some some
and the AI is hallucinating and all days we all know these sentences so we decided to do some daily a AI hero spotlighting which um which meant that uh we got the early adopters and just put their screen on the projector and nothing else. Maybe for three hours and then all the rest were sitting there and watching which tempo he was already working and the peer pressure
was so high that all the other developers have started this. We done the same in the marketing agency and it it it was absolutely successful at at that company as well. The third one we have already heard a couple of time this is the champion network. This is an absolute must if you're working in a large organization. No matter how kind how decades of experience you have,
you never will be able to understand all the problems of the treasury guys, all the problem of the invoicing guys, all the problem of the supply chain guys, right? So you have to pick one from every single small team from every single part of the organizations and train them because otherwise you will get out of all your dollars right. So training the champion networks. The fourth one
is the early wins ampli amplification. If you are just starting the project then you should emphasize the early wins even if it's a small win and sometimes it's happening that uh the IT department is starting the whole story the IT departments are working at that they have their phantom works already they have that feeling that they put their eggs into the chocolate cake powder okay so they
know that and still and still all the rest have tried it at at that day at that Monday. Okay. So, first you should emphasize these wins. You you could amplify these early wins. You could start some organization and communication. You you should start and put it into the daily or weekly status m status meetings as well. Okay. The five one is the most funny one based on
my um experience but it's very much a working approach and it's very easy. uh you should uh give the opportunity to all the employees to name their own robots. Why? Because that reach the reaches the IKEA effect in that. Okay. So if it's his if it's his robot then it will be much more clever than the second ones. Okay. And what we see is and we have
measured it that uh the departments which could name their own tool which was able to call it Robbie or John or or whatever then they have measured more than 100%age of usage increase in them. Okay. Only with that one that they could put the name on that. Okay. The last before is the AI sabbatical. It should uh be heard as a bit controversial but it's very much
a working as well. AI sabbatical means that if you have already started the project if you have already started the usage and there are some increase in terms of usage in the organizations but you are not satisfied then you are implementing a week of pose. Okay. So you are getting rid of all the AI tools for five working days for example. what this is called this is
the availability bias okay if something is not available that's much more important they're much more loved okay so after getting five working days of pose of AI sabbatical then all the employees were so happy to get back their tool that the increase have been doubled in a single day okay so this is this was the sixth one and the seventh one is the micro failure celebration which
should be a habit in every single organization because all in Europe we are very bad in terms of failure culture even in Latia even in Sweden we are absolutely bad in it. Okay. So um this was the first one normally starting the micro failure celebration that every status meeting in every part of the organization you should start with what you have screwed up last week with AI.
Okay. And why? because that's much more comforting for all of them because normally at the employee John the one John the first feels that he is not clever enough for using that but if he is he is hearing on the meeting that John the seventh did the exact same that it's very much comforting for them okay that will increase the psychological safety in the organization and they
are starting to use it okay so these these are the seven most important uh trick which I could show you from our experience 10 years. So and and this is working it has been working quite the same as SAP as well and it's it's working in Genaii project as well in the last three years. Okay. So this was from me hope you will remember this is my
LinkedIn contact and if you had any question at the moment they're happy to answer. Thank you. [applause] Okay. [clears throat] Uh they haven't showed up yet. So I'm going to ask you a question that I'm interested in. So um you talked about system one, system two thinking. Um and there there is a very special um situation when a person can be uh when they are for example
performing something live uh and they start um performing very well when they interact with the audience or something happens is that system one or system two thinking you >> uh when something happens which is unexpected then it's always system two but for being able to be as reactive as possible. Then you can do it into system one in a couple of minutes. But the first is always
system two because this is unexpected. You've never seen that before. Then then it's system two and then it's doing the ultimate way the autopilot. How do >> sometimes that's not tiring, it's more uh exhilarating, let's say. >> Yes. Yes. Absolutely. >> All right. One question has appeared. >> Okay. >> And it disappeared again. Ah, okay. Why are people so afraid of the change that comes with AI?
What are the main causes of that? >> The main causes of that that we are afraid of every single change. What I have what I have shown you that the human brain is working to avoid for any kind of uncertainty. Okay, AI is the definition of uncertainty. We've never seen such a rapidly increasing tool with such a a meaning in our life. Right? as as we tend
to say in the last I don't know maybe 300,000 yeah 300,000 years the human is working and to make their own life easier right we did that with the wheel then we did that with the fire and now we succeeded right so it's ready it's done we did our life easier and now we are afraid of it but that's quite normal I guess >> uh what are
your thoughts on using AI tools to integrate marketing teams given their different perspectives due to creativity. >> What are your thoughts? And I I tried to >> You can look at it here if you want as >> Yeah. It's not definitely my size. Okay. Um well, first um I already um told it in the in the round table. I tend to think that we should decrease our
ego. Okay. So marketing people but not only marketing people tend to think that they are more creative than AI. Okay. Please what's the definition of creativity? The definition of creativity is that you are putting two things together which have never seen before. In that combination, if your head has around 7 terabytes of information and AI has 700 billions millions terabytes of information, then the two the combination
of two will be definitely more creative if you are doing it with AI and that's the thing. So I guess that marketing teams should absolutely embrace how to use them. That's for sure. But we should convince oursel first that we that's that's over. So already there is not a single human who is now more intelligent than any of the available geni tool. That's the >> Very humbling.
Um what would be your tip for those who are leading this change in their organizations? >> In their organizations. Okay. Um uh by leading the change I will I showed you the seven tricks which I would definitely do but first try this name it uh trick okay because the overall understanding of all the organizations we are working with globally is that the fear is underestimatedly higher than
the leaders are expecting and sometimes the leaders are fearing themsel that they were not able to keep up with the tempo because if you are getting your runway and I don't know all the newsletter for example and you are seeing daily that how many tools you should uh you should try and and and you should start to use then it's quite threatening for the leaders as well
so uh be as calm as possible get as informed as possible and use it with your own 10 fingers that would be my first tip definitely >> okay maybe using AI is not making you a cheater but it's making you cheaper. Maybe this is the rules the root of the employee fears. >> Absolutely. We've done already uh some researches when we try to investigate the exact origin
of the fear of the employee. But as I told you unfortunately we all are humans right? So we normally a human brain has no clue about why he is fearing something. Okay. So normally I get the feeling that my amygdala is active but I don't know the exact reasons. Okay. So we don't know the reasons. There are some who are this fear of becoming obsolete. That that
was the number one reason which is well fairly acceptable, right? And and the second one was that they will be fired sooner than the than the employee next because he or she tend to be more quick, more intelligent than himself. And a final quick question, is there a pill against uh the urge for dopamine spikes or at least a way to lower the intensity? >> Yes, there
is a very good pill. And then let me start my dopamine presentation which would take around 90 minutes. No, I'm just I'm just kidding. But um uh the dopamine addiction is one of the one of the biggest problem in the today generation. That's for sure. And that's not why it's for the kids only. Okay. though this is the biggest pro problem for them because the whole for
example the Tik Tok the social media they are tend to spend more than 9 hours a day with scrolling the Tik Toks that's why their focus is 8 seconds so there is no magic pill but there is a thing that dopamine layering meaning that for example you are arriving in the gym okay you tend to grab your weights and start exercising we did that and Then we
put some podcast in our ears because we were bored out. And then there will be the third dopamine layer with the Red Bull and the force with the espresso after etc etc. So if you are trying to get rid of these layering that would definitely help. Okay. So for example if you're arriving in the gym then let your phone in the let your phone in the cupboard
and let's put put away your earphones etc etc. So try to layer as few dopamine root as possible. >> All right. Thank you very much. Uh this is for you. Thank you all. Hi from me.
