So knowledge as Amelia introduced, is a very important foundation for all of the things is both personal knowledge and professional knowledge and group knowledge. And I'd like to briefly share a model that's often used in the information world. I have occasion to read the business intelligence during my executive time and the paradigm that was used is that we have an abundance of data and that converting that data into actionable information is important, so we move from data to information and then information to knowledge. And that knowledge that helps us every day to be able to execute effectively. And ultimately then that knowledge builds into organizational and individual wisdom. So the paradigm being data, information, knowledge, and wisdom. And so I think we'll get started with the first one, which is transparency. Victor can we get the next slide? Transparency is really a very important characteristic. It is a little hard to measure but you know that when you see it. It really is the honesty with which people share information and data. The honesty means that what we're going to do is to make sure that important information is shared with others, whether it's with our colleagues, with our patients. So that we keep our patients aware of the things that we're doing. When we're a patient, I believe very much in the golden rule of health care, that we never provide care that you wouldn't want to get yourself. And so as a result, when I'm a patient I want to know what's happening, whether it is on track or not. So us being transparent both in clinical care but also with our performance when we're talking about how well we're doing as an organization. It helps us to know where we stand, either individually or in the unit. And how does this exemplify? Well, one of the things that organizations do variably well is when they disseminate reports many of these reports are very lengthy and don't really focus on the most important thing. So a sign of organizational respect you want to do is to have good reports, that are used to be able to make changes and to act upon them. When one is successful in this we have a culture, it builds culture, because in fact, we know we will have the right information to be able to do our work. And it builds confidence in the organization to provide what we need. So in addition to reports we have things like visual management cues, things that are there to help remind us how we're doing, what we're focusing on this week, in terms of improvement. We always need to be diplomatic and polite in our being transparent. Particularly about disappointing information. But on the other hand, we don't sweep things under the carpet either. At a wonderful unit and I work with that was especially good at this and they have to sign up in the unit and it said, this is a no BS zone. And so I think that this is the kind of thing that this displays is a shared commitment to be communicating effectively all the information that everyone needs to know. And obviously, that information could be very motivating to see if we're far away from our goal or whether we're relatively close and can celebrate. So Amelia, any thoughts? I mean just wonderful things that you're highlighting Don, and it's fascinating the transparency piece because transparency could almost be, and the reason it's next to it is because of this, it could almost be a cultural attribute. So organizations who already model transparency a little bit you'll notice that the "all" is emboldened in capital letters. So whatever the data is the more transparent we all with it, the easier it is to figure out what's really going on. And also to triangulate the data together. Otherwise, we tend to create data silos. We tend to view individual data sources in isolation and not see them as part of the wider system in the bigger picture. And so the more transparent we are with the data, the easier it is to manage. And that takes us on into the second component under the knowledge domain, which is data itself. And as we kind of move on to that particular slide, this is really about having really accurate real time data. Victor, if you wouldn't mind moving on, thank you. So this is accurate real time data that I trust. That I can access. And again, another sort of technical principle to apply here is we are in a state of data overload. And the data overload makes it really hard to see the woods through the trees, basically. So applying the same principle to data as you would apply to running a diagnostic test on a patient, don't collect data unless you're planning to do something with it, because it takes up huge amounts of time and energy and resource. And very often we just plop the same data week after week, month after month, and aren't using it to really drive improvement in a meaningful way. So it's important that as we look at our data sources we have a balance of qualitative and quantitative, their balance between clinical, operational, and cultural data, and that those sources are trusted. And that the first question isn't well, I don't believe this data. Why should I believe this data? So that trust issue is a really important one. If we're going to use that knowledge that data is a basis for what we then do. And it speaks to the need to continually monitor data over time and use that data to improve. So it's not a once a year, or once a month. It's having real time data that means when something goes wrong and this is back to kind of key HRO principles, one of the principles is sensitivity to operations, and you can't be sensitive a year later. So you need to know day to day how things are functioning in order to be able to make adjustments day to day in real time. And be proactive as HROs tend to be.