2012-05-11-Conversations with Monjoronson 49

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Topic: Team Building Techniques

Group: N. Colorado TeaM

Facilitators

Teacher: Monjoronson, Sondjah

TR: Daniel Raphael

Session

Opening

Prayer: We gather in your presence once again, Father, with our trusty Thought Adjusters in tow and very grateful for their presence in our lives. We so appreciate Christ Michael for all the spiritual advisors that he sends our way and hope that we bring glory to both of you with our actions and intentions, now and forevermore. Amen.

MONJORONSON: Good morning, this is Monjoronson.

Group: Welcome to our faithful friend and mentor!

MONJORONSON: Good morning—it is good to be with you once again. Do you have a theme that we are going to deal with or will this be open questions—or both?

MMc: I have some questions looking at social sustainability design teams and the design team process—something about the schematic of sustainability.

MONJORONSON: One moment please. Let me have Sondjah speak with you.

SONDJAH: Good morning, this is Sondjah.

Group: Good morning, Sondjah.

MMc: You are going to be answering the questions for us today?

SONDJAH: I will answer the questions regarding the design team, the schematic and related materials. Anything outside that genre would be something for Charles, Avila or Monjoronson.

Dialogue

Health, Co-creation

  • Organizing a social sustainability design team for healthcare

MMc: I see. As you know, Monjoronson has asked me to organize a co-creative—or what we now call a “Social Sustainability Design Team”—for healthcare. I have been doing a lot of thinking about the project and how to get it organized, what we are actually going to be doing and how the schematic works. I’d like to ask you a few questions, if that is okay with you? (Sondjah: Most certainly.)

I see a need for a sustainable healthcare system and I want others to help me design that system. What are my options for finding those that would be willing to help?

SONDJAH: One moment. We suggest that you begin with retired personnel from your local medical practices and hospitals. There would be individuals who will be interested and those who will not be interested. Of course, it is a self-selective process and this is what helps our work tremendously. You will find three individuals who are remarkably much as yourself, who are concerned about the healthcare system in this nation, and they see it as failing and it has been failing for many years; it will have greater obvious failures in the near future.

MMc: Once I have identified a sufficient number of individuals interested in designing the new healthcare system, what are your suggestions about introducing them to one another and forming the design team?

SONDJAH: It is our practice that you have a social get-together to discuss this informally, make clear your intentions immediately, and show them what you have been working on. This will be a part of your first contact with them, each individual. As you meet each individual face-to-face, you will declare your intentions and the tools that you have, and ask if they are interested in doing that. If they are, then you set a time, date and place for all of them to meet and discuss this in further detail. As they are way behind the curve from where you are, you will need to proceed slowly with them, rather than startling them with your revelations. It will be helpful if these individuals have a spiritual base, that they would be open to this parameter in the team, as it would be very helpful to them to become oriented to the larger perspectives with their Thought Adjuster, guardians and celestial teachers, who could advise them away from the team. Does this help?

  • Distribution of design team roles

MMc: It certainly does. What is your suggestion for distributing the design team roles: The facilitator, the recorder, the inquiring member and so on. Do the members volunteer for these roles?

SONDJAH: Yes, they need to volunteer for the role and also they need to demonstrate some experience, education or training that they have had regarding these various roles in the past. If you are dealing with any medical practitioners, they are all well acquainted with recording the succinct elements of the patient’s health and the examinations and so forth. This is very helpful because verbatim recording is very detrimental to the team process, as you will move very rapidly. They will need to take notes accordingly. As well, some are very adept at facilitation as they have been team leaders in surgical rooms and in care and treatment, and know how to facilitate those situations. On the other hand, some of those team leaders have been authoritarian and even autocratic and this works against the good order and flow of a team. These roles are experiential and they are not permanent. It may be that a recorder finds the work too tedious or too much focused on the recordings, whereas they would much prefer to be in the process of inquiry.

If I may expand upon the topic of inquiry? (MMc: Certainly.) The inquiry as a vital process of any medical problem is to ask the right questions. Many times the answers that are given to even medical problems have originated from the wrong question, getting the wrong diagnosis and the wrong treatment. Therefore, it is necessary to know different modalities of inquiry so that the topics that you will be working on can be examined and analyzed from different perspectives. Different modes of inquiry will reveal different facets of the problem and the situation that you are working on. You will have some advantage working in the medical area, and some disadvantages. The advantages are that you know that much of the delivery system is not working. The medical knowledge is fairly well complete, though it sometimes follows the allopathic modality of healing treatment too diligently, without taking into account Chinese medicine and homeopathic and naturopathic treatments and analysis, but that is something that will be addressed in the future. The difficulties are that this provides only one method of thinking, and participants in the team must be very flexible in their thinking.

  • Education of effective team processes, roles and functions

MMc: I think people’s experience working in teams at work, school and otherwise, have often been one of confusion and lack of focus in achieving their goals. Team building is a concept that addresses these and other problems associated with teams. Do you perceive a need for most teams to educate themselves on effective team processes and behaviors, before moving on to accomplish the work that they have set out to do?

SONDJAH: Most definitely. This can be addressed as a separate educational issue before working on the schematic, or on a sustainable topic, or it can be addressed during the team process as a team, and members discover that they are not working so well, that there are problems between the members, or in the process of the team itself. Teams will not be able to move forward effectively until these fundamental issues of the team process have been dealt with, have been addressed. Team building is a separate process that aids the functioning of the team after it becomes organized and functioning. Team building is a well known topic to your social scientists and has been addressed in many different ways. We suggest that you—or someone else—begin to discover team building and team process. Almost always, team process has some similarities, no matter whether it is in the information technologies, architecture of microchips or medical teams, the teams have certain functions.

In this social sustainability design team, there are roles and functions, yet, there is a free-flowing ability of it without authority, that it has integrity and wholeness, and of course, that is what you are striving to achieve during team building. It has been discovered in the past that effective teams have gone through certain procedures, certain events to develop commonalities among members, so that they feel at-one-ness between themselves and among themselves that lends to the work at hand. What we are talking about in team building is the social process that makes the team effective.

There are two functions of the team: one is the social process and the other is the product process of effectively designing and discovering topics of sustainability and working with those processes and those topics. The facilitator is the one to be most adept at that. However, the facilitator may know that he or she has a deficit in the area of team process and team building, and therefore relies on another member of the team to provide that expertise and to assist in the team building and team process. This does not eliminate the facilitator from their role, nor does it make that person with that team process an expert as the facilitator. It is simply that the facilitator knows his or her weaknesses and strengths and deals with it with the members of the team.

Focus, Individual

  • Maintaining team focus through duration of project

MMc: Within the concept of team building, there is a concept that team effort, focus and dynamics decline the longer the team is constituted. Designing sustainable healthcare systems is no small project. I anticipate that it will require a year or longer to design in its new form. Do you have any suggestions on how to maintain the focus of the team throughout this period?

  • Focus always on the individual

SONDJAH: Yes, yes we do, and of course the focus is always on the individual. You will need to understand the continuum of human social sustainability from an arbitrary point between 3 and 6 months before conception, through the entirety of an individual’s life until death. This continuum will remain the same and outlines the life of an individual and the various stages and points of an individual’s life where they are in need of particular treatment or skills and preparations for the next segment of their life. This provides a proactive approach to medical treatment, education and all other facets of human social sustainability. You not only deal with the present moment, but you also are preparing the individual for the next era of their life. Too often your human education and family dynamics have always been retrospective, using hindsight to deal with problems now. It is the intention of our work to prepare these topics of sustainability to become proactive, to anticipate the needs of the next stages of an individual’s life. Is this clear? (MMc: Yes.)

  • Begin before conception of the individual

Therefore, your work in healthcare treatment would always be foresight-full. You would begin at an era before conception, dealing with the physical, mental, emotional, social and spiritual health of the two procreative partners at that time, and then address the needs of them in preparation for conception. You are quite correct that this will easily take a year—to 5-7 years—to thoroughly go through the whole continuum of human sustainability, that this would be a thoroughgoing project. On the other hand, this only needs to be done once.

  • All aspects of the human continuum

The human continuum is well known to you physically, and you will need to take into account the psychological/psychiatric, social, emotional and all these fields in each stage of the person’s life along the continuum. Yes, this is mighty tedious, but you have the technologies now to assist in that process. You will one day, have someone who will design a rather 3-dimensional, holographic continuum on their computer to illustrate the whole life of an individual, so that when you place the pointer of your mouse on a certain part of the continuum and click it, that it will open up all the various areas of healthcare that would be needed at that point in anticipation of the next era of that individual’s life. This will make this information easily available to everyone throughout the world. You have already medical web sites on the Internet which provide information, but if you were an individual and you were concerned about your own health, and you were wondering what would be coming up in the future, you would click on this continuum at the specifics of your gender, age and physical condition and so on, and it would reveal to you what you need to do to prepare for the next era. It is not necessarily prescriptive in nature, but it is indicative and would provide indicators of what you would need to have wholeness in the next era of your life.

MMc: You’ve opened up a whole new area for me to look at. I hadn’t anticipated looking at designing a sustainable healthcare system by looking at the continuum of a person’s life, but of course, that is going to give you the best diagnostic features. The age of a person gives you one of the best diagnostic features for what is their normal and what will happen to them over the next era of their life, certainly. Thank you for reminding me of that.

  • The schematic is not intended to fix current problems

SONDJAH: You are most welcome. You must remember that working the schematic and your team does not fix problems in your current systems. This is not intended to fix those problems; that comes during a later stage during implementation, which is done by another team or an associate team of individuals who are working with the solutions that your team creates. The schematic and the work of the team is creative in nature, it disregards contemporary problems of your society and your medical profession, but looks to the source of the continuum. The necessity of social sustainability begins with the individual and then the family so all the work of the teams would be focused on creating services to the individual that are appropriate for their age and situation. Later, as these creative solutions become apparent and validated as supporting sustainability, then another team would begin to see how these solutions could be integrated into the contemporary medical field, for example. Do you understand?

MMc: Yes I do; thank you. I am about to change the topic. Is there anything more that you would like to comment on concerning the individuals on the design team, team effort and team building?

  • Team members must be hopeful of a good outcome

SONDJAH: Yes, I would like to comment on that. It is important that individuals who participate on the team are generally hopeful, that they are neither cynical nor bitter, nor sarcastic, as these traits work against the good order of the team. Yes, there is a time for humor, but genuine humor, not humor that is at the expense of anyone, a profession, or some illness, in the case of medical treatment. For these individuals of the team, it is necessary that they have a positive outlook on life and see their work as part of the adventure of living, that there truly is a possibility for rediscovering the integrity of their professional field through this new process of examination and creativity.

Roxie: Before we go on, may I ask a question, please? (Sondjah: Most certainly.) I was thinking that it would be better to start the team thinking about the ideal that they would like to achieve in the healthcare system, rather than starting where it is at right now, and trying to alter it, which might carry through some of the current attitudes and way of doing things that really should be dispensed with.

SONDJAH: We are in total agreement with you.

MMc: So basically, during the orientation session, I might say something to the effect that the present healthcare system is broken and we need to design a totally new system. We should think of it as an ideal system and then perhaps, work back from there to our present day and institute as much of that ideal system as we can, into what we have now?

Vision

    1. 1 Using the visioning technique

SONDJAH: Yes, you can work this two ways and they will get you to the same place. One is to have a vision—this is the visioning technique—where you have a vision for a healthcare system, and then work backwards from that. The other is to begin with the “continuum of human sustainability” and begin building it. This, from our perspective of observing you, we find that when you begin to build a system, you are creating a system based on the holism of human needs, beginning before procreation and continuing on through death.

  • The hazard of beginning with a vision

There is a hazard on the other hand of beginning with visioning because it requires individuals to bring with them their experience in the contemporary world that they superimpose on their vision of that ideal healthcare system. Many people do not have an idea of what a visioned healthcare system would look like, even a small part of it, because their experience and their training and their history has all been derived from their contemporary and historic experiences. This vision works well in larger—very large—perspectives, and you can use visioning to develop a huge perspective of medical care on a global basis, but when you come down to service delivery, it is almost always based on the experienced wisdom, training and education that individuals have received, and this is where they flounder.

You as a team must begin to observe yourselves and to measure how you are doing in the process and become objective with that. To be able to say, at a point, “This is not working, we are not progressing well, we are floundering and getting bogged down. What do we need to do?” And so, the team must be able to accept that and not regard that misstep or the blockage or the dead end as failure, but as a part of their learning curve.

Inquiry

  • Inquiry, validation and experience

You will see this system of inquiry and validation much as your doctors discovered with heart transplants so many years ago, that through experience and the challenge of testing their theories on real live patients, some of whom died in the procedures, they learned how to perfect the process and move ahead. It is all experiential. The design team process learns by experience. You learn by experience. We could tell you exactly how to do it perfectly, but it would be of no use to you because you would have no faith in it, you would not have experienced it. You recall that we recently taught you about the “faith based gradient of certainty,” and that begins with hope and ends up with trust and knowing. The movement from belief and trust into “knowing” requires experience, so that you know what works and what does not work. Until then, it is a matter of experiencing the process and learning from your experiences.

MMc: Let me ask a question. There is the visioning, which is looking forward at an ideal and the other way of doing this was…?

Sustainability

    1. 2 Using the continuum of human social sustainability

SONDJAH: Let me see if I can help you with your quandary. When you began at developing medical treatment, healthcare, for example, at the level of the individual along the “continuum of human social sustainability,” it is from a matter of unbiased curiosity that you begin to experience the process of healthcare, devising and designing healthcare from the earliest stages into the later stages. We appreciate this approach more than other approaches, simply because it requires a curious mind, an open mind, someone who is able to think outside of the box, but then when they arrive at certain stages, they have or can find the technical information that they can fill in the blanks. This approach provides more immediately accurate results than striving to fulfill an ideal system and work backwards.

Let me give you an example: Let us say that you have a vision for an ideal global healthcare system that will probably not occur in another 175 years. You will then need to step this back in developmental stages until you finally reach the present time. Obviously, dear friends, there is a tremendous lack of experience and wisdom, training and education to answer the questions along the way, as you move backwards. The visioning places you in a future time, that has an ideal and you can agree upon this ideal, and then as you move backward to the current time, you will be lacking the information of how to fulfill each step.

Whereas, on the other hand, if you have a team that begins along the continuum, you are not dealing with a future time, other than the simple vision that you desire and have the vision of a sustainable global healthcare system, or it could be a sustainable community, local healthcare system—either one—and then you begin to work the continuum from the beginning, and you will eventually find that you will end up in the future by this technique, and that you will have to find resources in your community or rearrange them, or invent them, so that the delivery system matches the designs that you have for your medical delivery system, and it would only be maybe a year or two ahead.

I apologize for this seeming so tenuous and nebulous in many ways; it is simply a process much as adults do with children, where they say, “Do this and you will end up with this result.” You can apply this to bicycle riding as well. A child of 6, whose strives to get on a 27-speed, Tour de France bicycle at age 6 will have great difficulty and it may be impossible altogether for them to ride it, so they must grow into it. So too, must design teams grow into their capacity to work with their topics in many different ways. Sometimes we simply tell you, begin, and then we will walk you through the stages. In this case, you will find that the facilitator needs to have almost a prescient or intuitive ability to work with a team effectively, particularly on some of these more complex topics. It is very helpful when facilitators are able to be in contact with the celestial consultant on a team, or have someone who has that capacity to answer those questions.

Right now, in this situation where I am striving to explain this to not just you on the end of this telephone, but to two or three thousand (or twenty or thirty thousand) people who will eventually want to understand this, it becomes much more practical. Therefore, sometimes you learn by doing and then you learn more in that process and know how to ask more astute, cogent and inquiring questions.

  • Definition of the “concept of the continuum of social sustainability”

MMc: So, I’m going to ask you to define a little bit better for me, the “concept.” What do you mean by the “concept of the continuum of social sustainability?”

SONDJAH: Yes, most definitely. I will be glad to do that. The concept of the continuum of human sustainability is, if you take the course of an individual’s life that actually begins before they are even conceived, until the time that they die, you will see that if—and you know this as a fact—that when an infant is born, it needs a continuum of physical support for it to live, to be nurtured, cared for, nourished, trained and educated to become an adult. There is first the necessity of the infant for nutritional continuity. Any break in the continuity of its nutrition means that it will die as an organism. So too, there is a need for social continuity along a person’s life, and this continuity from birth until their death is the continuum of services that support the social sustainability of the individual.

Service

  • The symbiosis of service

Many of you may think that this is very selfish and that it provides an extravagant service to the individual; however, the way the continuum works is that the individual while receiving services from its family, its community and its society in general, to support its growth as a social organism, as it grows older it then in turn becomes a participant in the service delivery system, along the continuity of human existence. There must be an organized way of serving individuals so they eventually serve the larger family of humankind, their communities and societies. It therefore becomes a very symbiotic relationship between the individual and society, that when this is out of balance, then your societies will collapse. You are seeing this very clearly in your own contemporary society here in the United States and in many Western countries, where there is an individualism to help the individual support themselves physically, financially and otherwise—occupationally—but there is not the requirement upon the individual from society for the individual to help support their society. When individuals do not make decisions that support their society, then you see the beginning of the end of a society and community that will eventually become unsustainable and will collapse/disintegrate. Does this answer your question?

MMc: Yes, it does. So we might look forward in 175 years, 200 years, 500 years in the future at a healthcare delivery system and then it is very difficult for us to see that. But, if we look at the needs of the individual, the continuum of the needs of the individual that would benefit society and be sustainable, then we have a way to move forward from now, or maybe 2 years from now, by delivering those things that [the] individual needs? Then by delivering those things the individual needs, the individual is nourished by that, he is able to then nourish society by it, and since everybody is nourished, the whole society becomes sustainable, the healthcare system of society becomes sustainable and we can go on from there? (Sondjah: Exactly.)

This is a tremendous idea; I’ve never thought of it this way. I have always thought of trying to build essentially the vision in the air and then work backwards from that into what we have now, but I can see that we can take what we know now and simply scrap the way the delivery system works at this point and come up with a delivery system that actually is fair and equal to everybody.

Population

  • The effect of over-population on providing quality healthcare

SONDJAH: Yes. You and the audience, people who are reading this, already are quite aware that you are saying, “Well, this is impossible. How can we possibly do this, provide this level of intense and integrated care for individuals when there are so many people?” And that is exactly the point why our efforts are so focused at this time in the history of your world and your societies, is because we know that within 50 years, or far less than 50 years, the population of your world will be much less than it is now, and that the services can be provided to individuals, and the individuals will work to provide supports to their society. Right at this time, in the history of your world at 7.2 billion people, it is impossible to provide quality healthcare to every person on the planet. There are simply not enough service givers; individuals are not sufficiently educated, there are not sufficient materials to support the healthcare of everyone. When you begin to see this situation in this perspective, you begin to realize how backward and primitive your world is, and that when you have the ideal of having a global, sustainable healthcare system, you realize that there is so much work to do and that the medical system that you do have is for a very privileged population of the world.

Education

  • Extrapolate current population to educational problems

Now, multiply this towards education, where you have a sustainable global educational system that provides education for the individual to the capacity of their capability. This is beyond your comprehension to incorporate into your thinking. You come to the conclusion that this is outrageously, vastly ludicrous to even conceive of this. Yes, you will be thinking in these terms soon, and you will see the necessity as your global population decreases. You will see the necessity of engaging these ideals, these visions of the future and because of our work now, you will know how to pragmatically bring that about.

Individiual

  • Focus on the needs of individuals in the continuum

When you begin to serve the needs of individuals, even before they are born, and to anticipate their arrival, and anticipate their needs, at various levels of their capability, then you begin to anticipate the needs of your families, your communities and your societies. When you think of this model of the continuum, you think not only of the individual, but think of the continuum of human social sustainability in your social institutions. It is the individual who receives, and it is the institutions and agencies that provide the service, and these agencies are occupied and filled in their ranks with individuals who both receive service from the agencies and also serve the agencies that serve others. So, it becomes a sustainable, cyclical integrated system of social sustainability of education, of medical care, of the psycho/spiritual/emotional realm that needs to be addressed in your world. When you begin to look at a global society in these terms, you realize—as we realize—that your global population is very primitive and [has] tremendous needs of refining and reformation, and in fact, setting new goals for achievement for itself. Simply to “exist to exist” is insufficient to sustain a world.

MMc: Thank you. Certainly, I agree with you. (Sondjah: I was hoping you would.) Looking in this way, there is hope for a way out of the situation that we now have.

Service

  • “How may I be of service to Christ Michael?”

SONDJAH: And it began with your personal question! “How may I be of service to Christ Michael in the healing of our world?” That is a question—it always begins with a question. “How may I be of service?” That is the recognition of the needs for your own growth to serve, learn by serving and also the needs that your world is more than just a place to live and die in your material existence. If you cannot ask the question, then you cannot be of service. Therefore, you will be seeking similar individuals as yourself, who can ask that question. When you swore to the Hippocratic oath to “do no harm,” to be of assistance to heal those in need, think not of just the individuals, but think of your world as a world of individuals, and of agencies and social institutions that serve individuals. I appreciate your perspective and your almost “awe” of the project ahead, that you will engage in a very workable, pragmatic way with other individuals. When you think of the terms of the project as being so huge it is over-awing and will almost leave you catatonic, but that is why we are giving you such specific, pragmatic instructions. “Begin here, do this” and then you will see.

MMc: I appreciate those instructions. Believe me I am in need of those instructions in order to keep me focused on moving ahead, because, as you say, I realize that what I am attempting to do has never been done before. It’s never been done at the local level; it’s never been done on a national level; it’s never been done on the global level.

  • Do not become overwhelmed with the size of the project

SONDJAH: Exactly! What we do not want to have happen is that you become so overwhelmed with the dimensions of the project, that you lose hope and the capability of doing anything pragmatic. We simply want you to appreciate that yes, this is a huge project. It is incredibly large and that you will die before you see the ends of your work, but you can begin to make progress at the local level, with the knowledge that you have, with the format that we have provided, and achieve significant results, even within 5 years. Even within your own healthcare systems. By beginning before conception and proceeding from there, you will be astounded at some of the ideas that come to you. Remember, friends, that these ideas and these insights are combinations of midwayers and us, investing ideas and thoughts with you to choose among and to bring together into those tremendous “ah-ha’s” and insights that produce results. This truly is a co-creative experience between ourselves and you, where you learn as you do, and you do as you learn, and we learn in the same way.

Leadership

  • The early teams provide the way

These early teams will provide the way, education that will be of tremendous influence to teams that come after you. Just as we have experienced in the second generation workshop in Ganges, Michigan in April of this year, the second generation students have a tremendous “one hundredth monkey affect” upon those new students, so that the new students were able to integrate and incorporate this new information into themselves, their thoughts and their consciousness to become experienced students even before the end of the first day. It is the expansion of consciousness, which we have begun so many years ago to explore on your world with those global leaders and cultural creatives who have the capacity to appreciate their consciousness as affecting the whole global spectrum of human consciousness.

We say, “Hallelujah” to you; we are blessed and you are blessed by such growth. You know, dear friend, that we will be doing all that we can to bring individuals to you, and you to the individuals for your new team, who will be truly effective almost immediately, and that you are not alone in this at all. In your City of Green Bay, you will see that there are perhaps easily 9 people who could be of tremendous service to you within a short period of time. It is a matter of you publishing an article in one of your local professional magazines or publications, stating what you are doing, why you are doing it and what your intentions are and who you need.

MMc: Thank you. That was exactly what I needed in order to know where to go and who to talk to.

SONDJAH: Not to go hat-in-hand as a beggar, but go as a commander, as a monarch who seeks volunteers to participate for this glorious work that is ahead. You will have much better, more capable recipients to participate.

Closing

MMc: Thank you. We have been talking here for about an hour; I have many more questions. I wonder if it would be a good idea to close down today’s session and pick up those questions sometime in the future, or if you want to continue on.

SONDJAH: What I wish you to do is to close the session now and I wish you to make some notes to yourself about how to lead into the next session, so there is continuity between this session and the next session, rather than have two disjointed sessions. I, Sondjah, would be most happy to engage you; I have not only the permission, but authorization and urging of those for whom I work, to do exactly this. If you are able to do that, then let us close this session and proceed with the transcript, and then have the next session based on the transcripts and your questions and notes of continuity.

MMc: I believe we can find a reasonable continuity between the sessions, yes. (Sondjah: Wonderful.) Do you have anything else to say to us today?

SONDJAH: I am very pleased with your eagerness; I am very pleased with the specificity of your questions. This leads us to believe that you are beginning to think in pragmatic, practical terms of how to approach the “doing” of your work and our work together. This tells us that soon there will be a team forming in your local area, surely before the end of the summer.

MMc: Yes, I believe so.

SONDJAH: We thank you for your time.

MMc: Thank you, sir. We thank you very much.

SONDJAH: You are welcome. I thank you for your questions and your thoughtfulness and I can almost hear the wheels turning in your mind as you begin to contemplate the work ahead and how to develop this into your own practical, pragmatic working team. I wish you good day, and look forward to our next meeting.