So the next slide will begin our walk through of the four culture domains as Amelia pointed out. And one of the things I'd like to point out is culture is something that people talk a lot about but it's a complex thing. It is something that is built by our day to day activities and it's carefully nourished by leadership. Once it's established it's very durable locally, unless the leaders undermine it. And so it's fragile if leadership doesn't walk the talk. So I think it's really a great thing to have a good one, when one has a good one no one wants to leave that place. When it's a bad one everybody wants to leave quickly. So really I think it's something that we try to work on pretty aggressively. And as a definition of it, it really is what I would say it's the way we do things here. And so how we interact with each other, how we treat each other, our priorities and values, those are things that contribute to this amorphous thing we call culture. So next slide, please. So we'll start off with the personal accountability and I think everyone wants to when they get started wants to say, well, what's my job here? And so the my job part of this is that we all come to work every day, trying to do good work for the benefit of our patients, our clients, and so as a result it's the actions, the behaviors, the choices we make, in terms of the things that we wind up doing and the things we don't do. So it's a compilation of those things. We want to act as professionals in every interaction and treat as Amelia mentioned, everyone in every situation with respect. In doing this, we model to others what are our priorities and values are. So were as much but not only doing but we're modeling for others and others are modeling for us in contributing to the culture. Part of this is having clear communications and listening more than talking. We tend to be a talking culture, but listening is really important and it tends to avoid the dreaded three words that I encountered as a patient safety officer, I just assumed, because when a mistake happens usually there's been a communication problem associated with that. So I think we all start with what we commit to do every day and as we start off we'll see what the next several things we're going to be open to other the responsibilities of these. Thanks Don. I'm a particular fan of personal accountability section, as Don and Jeff know all too well. And the reason is that over years and years of teaching the theories of culture and we get to this place where everybody now accepts that culture is important. That argument is done there's plenty of data to support it. And you know better cultures provide better care. And that's really easy to evidence. But then people get stuck on the what do I do. So the piece that Don mentioned right at the beginning we can't emphasize more than we were trying to do at the moment but it really comes down to that it's not just about leaders. Every single person influences the culture around them every single day. And what this doesn't denote is an expectation of perfection, but more an expectation of a commitment to be your own self reflecting improvement capable system, where you constantly reflect on how do I interact with others, how do I behave, do I give people voice and agency, do I create psychological safety in others, what data do I have that tells me how well I'm doing that. And as Don said, instead of just assuming [INAUDIBLE] to seek out data and feedback from people, that allows me to improve as an individual and allows me to support the creation of that culture around me. So this first stepping stone is a really important one for empowering cultural improvement in every single person. No matter what discipline you're from, no matter how senior you are, we all have a responsibility to model these behaviors. And this last point around participating in the learning system. I have to be willing to change the way that I do things in response to learning that we're accessing, or improvement that we've demonstrated. And so I have to commit to that as a part of my professional commitment. And so this really starts us off at a place of saying back to that metaphor the cells, the individuals that exist, these are the individuals in the system all understanding that they have a role to play in creating culture around them and how they behave can influence positively or negatively that culture. The next stage on from there. And if you skip us to the next slide, please Victor, is the build into forming teams. Multidisciplinary, micro-system based teams. Where people have a shared purpose and a shared set of goals but they also use the teamwork activities, such as, huddling, briefing, debriefing, clear communication, giving engaged feedback. Some of those different pieces to ensure that they function effectively as a team. Now, I'm pretty sure everyone that we speak to in health care today can give us examples of good huddles and bad huddles. Good briefings and bad debriefings. And so it really comes down to again, connecting back to that personal accountability piece. The behaviors we exhibit during those activities often determine their success. I can give a briefing in a way that's really didactic and autocratic with Don and Jeff and they can have zero psychological safety and not be willing to share something that could be vitally important. Or I can give it in a way where my behaviors make it OK for them to speak up and to share news that might be hard news for them to kind of contribute to the conversation. And so the behaviors we exhibit as individuals influence the effectiveness of the activities that then occur as teams. The other piece around teams is a recognition that-- and the five major characteristics of any HRO is modeling deference to expertise. I might not be the most senior person in the room, I might not be the most experienced, but I may well have a unique perspective. If I'm given voice, if I'm given psychological safety, then I'm able to express that perspective and that could be the single thing that we need to know that influences how well a case goes, or how well a patient interaction goes. It might be that I'm the person that's closest to the family. I might be the