That was a very, very thought-provoking discussion. And you've been a part of this. There is a detailed assignment description and you can read it to give you an overview. What we would like you to experiment and now that you've been a part of this, and you've experienced the two scenarios, is to take a diagnostic lens back into your own organization, your own context. And to try and configure the patterns that you see of the culture that your organization is, whether it's at a group level, a departmental level, within your own team, outside your own team. How does the conflict occur in your team? What role do you play in that conflict? How does your team interact with the other team? And of course the overall culture of the organization, how all of this fits in. Now something came up that was very, very interesting, is if you were to choose an image to depict that pattern that you see. How do you see the culture of your whole organization or within your team? You may choose either. And what are some of the tensions that are there. What does this image that you will choose for us to see help us understand what that image represents and how you are interpreting that? So that we understand how you are sensing and how you are diagnosing. Your own culture, your team's culture, this is all in a professional context unless you want to apply it elsewhere. Of course, that's up to you. Did I cover all parts of this assignment? Do you want to add anything to that? >> Sounds good. >> Yup. >> Sounds good. In summing up module two, in which we focused on diagnosis in teams, we want to encourage you to take some of the steps that we've covered. Especially if you're experiencing a problem in your team, or even if you want to take the temperature of your team, we encourage you to do four things. The first one is to acknowledge what's going on in the team. Secondly, to step back and try to identify what the issues are that you want to look at or that are causing problems. And we encourage you to look at not just symptoms but underlying issues. In relation to that, we want you to think about what's happening in the larger organization or with other teams of the organization and how that's impacting the work of your team. And lastly, we encourage you to collect some data. We often make so many assumptions about what's going on without checking them out. And collecting data can be as simple as asking people what's going well and what isn't. What needs improvement? Or it can be if the team is having a great deal of difficulty, asking people to write on a piece of paper what they see going on so it's anonymous. But whatever you do, we encourage you to collect some data. >> Yeah, remember, it's all data. Right from the moment you enter the organization, the level of eye contacts that you get, the good mornings that you get the smiles or frowns, it's all data. So we're excited about seeing how you used the diagnostic work that we've encouraged you to, so thank you. >> Thank you. Thanks. >> Thank you.