In the great 1980s movie "The Blues Brothers," there's a scene where John Belushi goes to visit Dan Aykroyd in his apartment in Chicago for the very first time. It's a cramped, tiny space and it's just three feet away from the train tracks. As John sits on Dan's bed, a train goes rushing by, rattling everything in the room. John asks, "How often does that train go by?" Dan replies, "So often, you won't even notice it." And then, something falls off the wall.
U sjajnom filmu iz 80-ih "Braća Bluz" postoji scena gde Džon Beluši ide da poseti Dena Ekrojda u stanu u Čikagu po prvi put. To je skučen, mali prostor i samo je nekoliko metara od voznih šina. Kada je Džon seo na Denov krevet, voz je protutnjao, razbacavši sve u sobi. Džon ga pita: "Koliko često voz ovde prolazi?" Den odgovara: "Toliko često da nećeš ni primetiti." A zatim, nešto pada sa zida.
We all know what he's talking about. As human beings, we get used to everyday things really fast. As a product designer, it's my job to see those everyday things, to feel them, and try to improve upon them. For example, see this piece of fruit? See this little sticker? That sticker wasn't there when I was a kid. But somewhere as the years passed, someone had the bright idea to put that sticker on the fruit. Why? So it could be easier for us to check out at the grocery counter.
Sve znamo o čemu je govorio. Kao ljudska bića, lako se navikavamo na svakodnevne stvari veoma brzo. Kao dizajner proizvoda, moj posao je da posmatram te svakodnevne stvari, da ih osetim i pokušam da ih unapredim. Na primer, vidite li ovu voćku? Vidite ovu malu nalepnicu? Ova nalepnica nije bila ovde kada sam bio dete. Ali negde tokom godina, neko se setio sjajne ideje da to stavi na voće. Zašto? Da bi nam bilo lakše da je skeniramo na kasi.
Well that's great, we can get in and out of the store quickly. But now, there's a new problem. When we get home and we're hungry and we see this ripe, juicy piece of fruit on the counter, we just want to pick it up and eat it. Except now, we have to look for this little sticker. And dig at it with our nails, damaging the flesh. Then rolling up that sticker -- you know what I mean. And then trying to flick it off your fingers. (Applause) It's not fun, not at all.
To je sjajno, jer možemo da uđemo i izađemo brzo iz prodavnice. Ali sada se javlja novi problem. Kada dođemo kući i gladni smo i vidimo ovu zrelu, sočnu voćku na polici, samo želimo da je uzmemo i pojedemo. Ali ne sada, kad treba da potražimo ovu malu nalepnicu. Da je prokopamo svojim noktima i oštetimo sadržaj. Potom da urolamo nalepnicu - znate na šta mislim. A onda pokušamo da je odbacimo sa svojih prstiju. (Aplauz) Nije zanimljivo, uopšte.
But something interesting happened. See the first time you did it, you probably felt those feelings. You just wanted to eat the piece of fruit. You felt upset. You just wanted to dive in. By the 10th time, you started to become less upset and you just started peeling the label off. By the 100th time, at least for me, I became numb to it. I simply picked up the piece of fruit, dug at it with my nails, tried to flick it off, and then wondered, "Was there another sticker?"
Ali se dogodilo nešto interesantno. Prvi put kada ste to uradili, imali ste taj osećaj. Samo ste želeli da pojedete tu voćku. Osetili ste se uzrujano. Želeli ste da samo da je ugrabite. Ali već 10. put, postajali ste manje uzrujani i samo ste skidali oznaku. Stoti put, barem ja, nisam je ni konstatovao. Samo sam uzimao voćku, kopao je noktima, pokušavao da je skinem, i onda sam se pitao: "Da li postoji i druga nalepnica?"
So why is that? Why do we get used to everyday things? Well as human beings, we have limited brain power. And so our brains encode the everyday things we do into habits so we can free up space to learn new things. It's a process called habituation and it's one of the most basic ways, as humans, we learn.
Zašto se to dešava? Zašto se navikavamo na svakodnevne stvari? Kao ljudska bića, imamo ograničenu moždanu moć. Stoga naši mozgovi prebacuju svakodnevne stvari u navike, da bismo mogli da oslobodimo prostor za učenje novih stvari. To je proces po imenu "navikavanje" i to je jedan od najosnovnijih načina na koje mi, kao ljudska bića učimo.
Now, habituation isn't always bad. Remember learning to drive? I sure do. Your hands clenched at 10 and 2 on the wheel, looking at every single object out there -- the cars, the lights, the pedestrians. It's a nerve-wracking experience. So much so, that I couldn't even talk to anyone else in the car and I couldn't even listen to music. But then something interesting happened. As the weeks went by, driving became easier and easier. You habituated it. It started to become fun and second nature. And then, you could talk to your friends again and listen to music.
Navikavanje nije uvek loše. Sećate li se učenja vožnje? Ja se sećam. Ruke su vam bile stegnute u poziciji 10 i 2 na volanu, posmatrali ste sve ispred sebe - kola, svetla, pešake. To je izluđujuće iskustvo. Toliko da nisam mogao čak ni da pričam ni sa kime u kolima i nisam čak mogao da slušam muziku. A onda se desilo nešto zanimljivo. Kako su nedelje prolazile, vožnja je postajala sve lakša. Navikavali ste se. Postalo je zabavno i prirodno. Potom mogli ste da razgovarate sa vašim prijateljima ponovo i i slušate muziku.
So there's a good reason why our brains habituate things. If we didn't, we'd notice every little detail, all the time. It would be exhausting, and we'd have no time to learn about new things.
Stoga postoji dobar razlog zbog čega se naši mozgovi navikavaju na stvari. Da to ne činimo, primećivali bismo svaki detalj, sve vreme. Bilo bi iscrpljujuće i ne bismo imali vremena da učimo o novim stvarima.
But sometimes, habituation isn't good. If it stops us from noticing the problems that are around us, well, that's bad. And if it stops us from noticing and fixing those problems, well, then that's really bad.
Ali ponekad, navikavanje nije dobro. Ako nas sprečava da primećujemo probleme koji su oko nas, onda je to loše. Ako nas sprečava da primećujemo i ispravljamo te probleme, pa, onda je baš loše.
Comedians know all about this. Jerry Seinfeld's entire career was built on noticing those little details, those idiotic things we do every day that we don't even remember. He tells us about the time he visited his friends and he just wanted to take a comfortable shower. He'd reach out and grab the handle and turn it slightly one way, and it was 100 degrees too hot. And then he'd turn it the other way, and it was 100 degrees too cold. He just wanted a comfortable shower. Now, we've all been there, we just don't remember it. But Jerry did, and that's a comedian's job.
Komičari znaju sve o ovome. Čitava karijera Džerija Sajfnelda izgrađena je na primećivanju tih malih detalja, tih glupih stvari koje radimo svaki dan da se čak ni ne sećamo. Govori nam o vremenu kada je posetio svoje prijatelje i samo je želeo da se udobno istušira. Posegnuo bi za ručkom, blago je okrenuo na jednu stranu i bilo je za 100 stepeni prevruće. Zatim je okrenuo ručicu na drugu stranu i bilo je za 100 stepeni prehladno. Samo je želeo da se udobno istušira. Svima nam se to desilo, samo se ne sećamo. Ali Džeri je to uradio, i to je posao komičara.
But designers, innovators and entrepreneurs, it's our job to not just notice those things, but to go one step further and try to fix them.
Ali dizajneri, inovatori i preduzetnici, naš posao nije samo da primećujemo te stvari, već da idemo jedan korak dalje i pokušamo da ih popravimo.
See this, this person, this is Mary Anderson. In 1902 in New York City, she was visiting. It was a cold, wet, snowy day and she was warm inside a streetcar. As she was going to her destination, she noticed the driver opening the window to clean off the excess snow so he could drive safely. When he opened the window, though, he let all this cold, wet air inside, making all the passengers miserable. Now probably, most of those passengers just thought, "It's a fact of life, he's got to open the window to clean it. That's just how it is." But Mary didn't. Mary thought, "What if the diver could actually clean the windshield from the inside so that he could stay safe and drive and the passengers could actually stay warm?" So she picked up her sketchbook right then and there, and began drawing what would become the world's first windshield wiper.
Vidite ovu osobu. Ovo je Meri Anderson. 1902. godine u Njujorku, bila je u poseti. Bio je hladan, snežan dan i bilo joj je toplo u tramvaju. Kako je išla ka svojoj destinaciji, primetila je da vozač otvara prozor kako bi očistio napadali sneg i vozio sigurno. Kada je otvorio prozor, uvlačio je sav hladan i mokar vazduh unutra, čineći putnike nesrećnim. Mnogi od tih putnika su verovatno mislili: "To je jednostavno tako, mora da otvori prozor i očisti ga. Prosto je tako." Ali Meri nije. Meri je mislila: "Šta ako bi vozač zapravo mogao zapravo da očisti vetrobran iznutra tako da bi mogao da ostane siguran i vozi i putnici bi mogli ostati suvi?" Uzela je svoju svesku tog trenutka, i počela da skicira ono što će postati prvi svetski brisač stakala.
Now as a product designer, I try to learn from people like Mary to try to see the world the way it really is, not the way we think it is. Why? Because it's easy to solve a problem that almost everyone sees. But it's hard to solve a problem that almost no one sees.
Kao dizajner proizvoda, pokušavam da naučim od ljudi poput Meri da pokušam da vidim svet onakvim kakav on jeste, a ne onakvim kako mi mislimo da jeste. Zašto? Jer je lako rešiti problem koji gotovo svi vide. Teško je rešiti problem koji gotovo niko ne vidi.
Now some people think you're born with this ability or you're not, as if Mary Anderson was hardwired at birth to see the world more clearly. That wasn't the case for me. I had to work at it. During my years at Apple, Steve Jobs challenged us to come into work every day, to see our products through the eyes of the customer, the new customer, the one that has fears and possible frustrations and hopeful exhilaration that their new technology product could work straightaway for them. He called it staying beginners, and wanted to make sure that we focused on those tiny little details to make them faster, easier and seamless for the new customers.
Neki ljudi misle da ste ili rođeni ili niste rođeni sa tom sposobnošću, kao da je Meri Anderson od rođenja bila predodređena da jasnije vidi svet. To nije bio moj slučaj. Trebalo je da radim na tome. Tokom godina u Eplu, Stiv Džobs nas je podsticao da dolazimo na posao svaki dan, da vidimo svoje proizvode kroz prizmu svojih kupaca, novih kupaca, onih koji imaju strahove i moguće frustracije i veliko uzbuđenje da bi njihov tehnološki proizvod mogao da radi istog trenutka. Nazvao ih je početnicima koji ostaju i želeo je da bude siguran da smo se fokusirali na te sitne detalje kako bi ih učinili bržim, lakšim i savršenim za nove mušterije.
So I remember this clearly in the very earliest days of the iPod. See, back in the '90s, being a gadget freak like I am, I would rush out to the store for the very, very latest gadget. I'd take all the time to get to the store, I'd check out, I'd come back home, I'd start to unbox it. And then, there was another little sticker: the one that said, "Charge before use."
Sećam se ovoga veoma jasno u najranijim danima Ajpoda. Tokom devedesetih, zaluđenik za gedžete poput mene istrčao bi do prodavnice zbog najnovijeg gedžeta. Došao bih sve do radnje, platio bih, vratio se kući i počeo da raspakujem. Potom, tu je bila druga mala nalepica: ona na kojoj piše: "Napuniti pre upotrebe."
What! I can't believe it! I just spent all this time buying this product and now I have to charge before use. I have to wait what felt like an eternity to use that coveted new toy. It was crazy.
Šta?! Ne mogu da verujem! Upravo sam proveo toliko vremena na kupovinu ovog proizvoda i sada moram da ga punim pre upotrebe. Treba da čekam celu večnost da bih koristio toliko željenu igračku. Bilo je ludo.
But you know what? Almost every product back then did that. When it had batteries in it, you had to charge it before you used it. Well, Steve noticed that and he said, "We're not going to let that happen to our product." So what did we do? Typically, when you have a product that has a hard drive in it, you run it for about 30 minutes in the factory to make sure that hard drive's going to be working years later for the customer after they pull it out of the box. What did we do instead? We ran that product for over two hours. Why? Well, first off, we could make a higher quality product, be easy to test, and make sure it was great for the customer. But most importantly, the battery came fully charged right out of the box, ready to use. So that customer, with all that exhilaration, could just start using the product. It was great, and it worked. People liked it.
Ali znate šta? Gotovo svaki proizvod tada je to radio. Ukoliko je imao baterije, morali ste da ga napunite pre nego što ste ga koristili. Stiv je primetio to i rekao: "Nećemo dozvoliti da se to dogodi našem proizvodu." Šta smo uradili? Tipično, kada imate proizvod koji ima hard disk u sebi, koristite ga 30 minuta u fabrici kako biste osigurali da će taj hard disk raditi godinama kasnije za kupca nakon što ga izvade iz kutije. Šta smo mi uradili drugačije? Pokrenuli smo proizvod više od dva sata. Zašto? Prvo, mogli smo da stvorimo viši kvalitet proizvoda, da bude lakši za testiranje, i da budemo sigurni da je bio dobar za kupca. Ali ono što je još važnije, baterija je stizala potpuno napunjena direktno iz kutije, spremna za korišćenje. Tako da bi kupac, uz svo uzbuđenje, mogao odmah da počne da koristi proizvod. Bilo je sjajno i radilo je. Ljudi su to voleli.
Today, almost every product that you get that's battery powered comes out of the box fully charged, even if it doesn't have a hard drive. But back then, we noticed that detail and we fixed it, and now everyone else does that as well. No more, "Charge before use."
Danas, skoro svaki proizvod koji dobijete i koji ima bateriju dolazi u kutiji skroz napunjen, čak i ako nema hard disk. Ali tada, primetili smo taj detalj i rešili ga. I sada svako radi istu stvar kao i mi. Nema više: "Napuniti pre korišćenja."
So why am I telling you this? Well, it's seeing the invisible problem, not just the obvious problem, that's important, not just for product design, but for everything we do. You see, there are invisible problems all around us, ones we can solve. But first we need to see them, to feel them.
Zašto vam govorim sve ovo? Zato što se vidi nevidljivi problem, ne samo očigledni problem, što je važno, ne samo za dizajn proizvoda, već sve što radimo. Postoje nevidljivi problemi svuda oko nas, oni koje možemo da rešimo. Ali prvo treba da ih vidimo i osetimo.
So, I'm hesitant to give you any tips about neuroscience or psychology. There's far too many experienced people in the TED community who would know much more about that than I ever will. But let me leave you with a few tips that I do, that we all can do, to fight habituation.
Stoga se kolebam da vam dam bilo kakav savet oko neuronauke ili psihologije. Postoji daleko više iskusnijih ljudi u TED zajednici koji bi znali mnogo više o tome nego što ću ja ikada znati. Ali dozvolite mi da vam dam nekoliko saveta koje ja koristim, koje sve možemo upotrebiti da pobedimo navikavanje.
My first tip is to look broader. You see, when you're tackling a problem, sometimes, there are a lot of steps that lead up to that problem. And sometimes, a lot of steps after it. If you can take a step back and look broader, maybe you can change some of those boxes before the problem. Maybe you can combine them. Maybe you can remove them altogether to make that better.
Moj prvi savet je da posmatramo šire. Kada rešavate problem, ponekad je tu mnogo koraka koji vode do njega. Ponekad je i mnogo koraka kasnije. Ako se možete udaljiti i posmatrati šire, možda možete promeniti neke od tih kutija pre problema. Možda možete da ih kombinujete. Možete da ih potpuno uklonite i poboljšate ih.
Take thermostats, for instance. In the 1900s when they first came out, they were really simple to use. You could turn them up or turn them down. People understood them. But in the 1970s, the energy crisis struck, and customers started thinking about how to save energy. So what happened? Thermostat designers decided to add a new step. Instead of just turning up and down, you now had to program it. So you could tell it the temperature you wanted at a certain time. Now that seemed great. Every thermostat had started adding that feature. But it turned out that no one saved any energy. Now, why is that? Well, people couldn't predict the future. They just didn't know how their weeks would change season to season, year to year. So no one was saving energy, and what happened?
Uzmite termostate, na primer. 1900-ih kada su prvi put izašli, bili su veoma jednostavni za korišćenje. Mogli ste da ih okrenete gore i dole. Ljudi su ih razumeli. Ali 70-ih, dogodila se energetska kriza, i korisnici su počeli da razmišljaju kako da sačuvaju energiju. Šta se dogodilo? Dizajneri termostata su odlučili da dodaju još jedan korak. Umesto okretanja gore-dole, sada ste morali da ga programirate. Mogli ste da kažete koju ste temperaturu želeli u određeno vreme. To je delovalo sjajno. To je počelo da se pojavljuje na svakom termostatu. Ali ispostavilo se da nijedan nije sačuvao energiju. Zbog čega? Ljudi nisu mogli da predvide budućnost. Jednostavno nisu mogli da znaju kako će se njihove nedelje menjati iz sezone u sezonu, iz godine u godinu. Nijedan nije čuvao energiju. I šta se dogodilo?
Thermostat designers went back to the drawing board and they focused on that programming step. They made better U.I.s, they made better documentation. But still, years later, people were not saving any energy because they just couldn't predict the future. So what did we do? We put a machine-learning algorithm in instead of the programming that would simply watch when you turned it up and down, when you liked a certain temperature when you got up, or when you went away. And you know what? It worked. People are saving energy without any programming.
Dizajneri termostata su se vratili na sam početak i fokusirali su se na programiranje. Poboljšali su korisnički interfejs i poboljšali su dokumentaciju. Ali i dalje, godinama kasnije, ljudi nisu čuvali energiju uopšte, jer nisu mogli da predvide budućnost. Šta smo mi uradili? Postavili smo algoritam za razumevanje mašina unutra umesto programiranja koji bi jednostavno posmatrao kada ga okrećete gore i dole, kada ste želeli određenu temperaturu kada ustanete, ili da odlazite. I znate šta? Radilo je. Ljudi su čuvali energiju bez ikakvog programiranja.
So, it doesn't matter what you're doing. If you take a step back and look at all the boxes, maybe there's a way to remove one or combine them so that you can make that process much simpler. So that's my first tip: look broader.
Nije važno kada ste to radili. Ako se vratite korak nazad i pogledate u sve kutije, možda postoji način da se jedna ukloni ili da se kombinuju da mogu da pojednostave proces. To je moj prvi savet: posmatrajte šire.
For my second tip, it's to look closer. One of my greatest teachers was my grandfather. He taught me all about the world. He taught me how things were built and how they were repaired, the tools and techniques necessary to make a successful project. I remember one story he told me about screws, and about how you need to have the right screw for the right job. There are many different screws: wood screws, metal screws, anchors, concrete screws, the list went on and on. Our job is to make products that are easy to install for all of our customs themselves without professionals. So what did we do? I remembered that story that my grandfather told me, and so we thought, "How many different screws can we put in the box? Was it going to be two, three, four, five? Because there's so many different wall types." So we thought about it, we optimized it, and we came up with three different screws to put in the box. We thought that was going to solve the problem. But it turned out, it didn't.
Moj drugi savet je da posmatrate bliže. Jedan od mojih najboljih učitelja bio je moj deda. Naučio me je sve o svetu. Naučio me je kako su stvari izgrađene i kako se popravljaju, koji su neophodni alati i tehnike za stvaranje uspešnog projekta. Sećam se jedne priče koju mi je rekao o šrafovima, i kako treba da imate prave šrafove za pravi posao. Postoji više različtih šrafova: drveni šrafovi, metalni šrafovi, ankeri, betonski šrafovi, i tako dalje. Naš posao je da napravimo proizvode jednostavne za postavljanje za sve naše korisnike bez pomoći profesionalaca. Šta smo to uradili? Sećam se priče koju mi je deda ispričao, i koju sam naučio: "Koliko različitih šrafova možemo da stavimo u kutiju? Da li će biti dva, tri, četiri, pet? Jer postoji mnogo različitih tipova zidova." Razmišljali smo o tome, poboljšali ga, i došli smo do tri različita šrafa koje treba staviti u kutiju. Mislili smo da će to rešiti problem. Ali to nije bilo tako.
So we shipped the product, and people weren't having a great experience. So what did we do? We went back to the drawing board just instantly after we figured out we didn't get it right. And we designed a special screw, a custom screw, much to the chagrin of our investors. They were like, "Why are you spending so much time on a little screw? Get out there and sell more!" And we said, "We will sell more if we get this right." And it turned out, we did. With that custom little screw, there was just one screw in the box, that was easy to mount and put on the wall.
Promenili smo proizvod i ljudi nisu uživali. Šta smo onda uradili? Vratili smo se na početak odmah nakon što smo otkrili da nismo uradili dobro. Dizajnirali smo poseban šraf, univerzalni na nesereću naših investitora. Rekli su: "Zašto trošite toliko vremena na maleni šraf? Izađite i prodajte više proizvoda!" Rekli smo: "Prodaćemo više ako ovo uradimo dobro." Ispostavilo se da jesmo. Sa tim malim univerzalnim šrafom, samo jednim u kutiji, bilo je jednostavno ukucati i staviti na zid.
So if we focus on those tiny details, the ones we may not see and we look at them as we say, "Are those important or is that the way we've always done it? Maybe there's a way to get rid of those."
Ako se fokusiramo na sitne detalje, one koje ne možemo da vidimo, pogledamo i kažemo: "Da li su važni ili je ovo način na koj smo uvek radili?" Možda će postojati način da ih se rešimo."
So my last piece of advice is to think younger. Every day, I'm confronted with interesting questions from my three young kids. They come up with questions like, "Why can't cars fly around traffic?" Or, "Why don't my shoelaces have Velcro instead?" Sometimes, those questions are smart. My son came to me the other day and I asked him, "Go run out to the mailbox and check it." He looked at me, puzzled, and said, "Why doesn't the mailbox just check itself and tell us when it has mail?" (Laughter) I was like, "That's a pretty good question." So, they can ask tons of questions and sometimes we find out we just don't have the right answers. We say, "Son, that's just the way the world works." So the more we're exposed to something, the more we get used to it. But kids haven't been around long enough to get used to those things. And so when they run into problems, they immediately try to solve them, and sometimes they find a better way, and that way really is better.
Moj poslednji savet je da mislite mlađe. Svaki dan se susrećem sa zanimljivim pitanjima svoje troje dece. Postavljaju mi pitanja poput: "Zašto automobili ne mogu da lete u saobraćaju?" Ili: "Zašto moja obuća nema čičak umesto pertli?" Ponekad su ova pitanja pametna. Moj sin mi je prišao jednog dana i rekao sam mu: "Otrči do poštanskog sandučeta i proveri." Pogledao me je zbunjeno i rekao: "Zašto se poštansko sanduče ne proveri samo i kaže nam da li ima pošte?" (Smeh) Rekao sam: "To je prilično dobro pitanje." Dakle, mogu da postave gomilu pitanja i ponekad otkrijemo da nemamo prave odgovore. Kažemo: "Sine, svet jednostavno tako funkcioniše." Što smo više izloženi nečemu, još više se navikavamo na to. Ali deca dugo nisu bila izložena tome dovoljno da bi se navikli na te stvari. Kada naiđemo na probleme, oni momentalno pokušavaju da ih promene, i ponekad otkriju bolji način, koji je mnogo bolji.
So my advice that we take to heart is to have young people on your team, or people with young minds. Because if you have those young minds, they cause everyone in the room to think younger. Picasso once said, "Every child is an artist. The problem is when he or she grows up, is how to remain an artist." We all saw the world more clearly when we saw it for the first time, before a lifetime of habits got in the way. Our challenge is to get back there, to feel that frustration, to see those little details, to look broader, look closer, and to think younger so we can stay beginners.
Moj savet je da shvatite ozbiljno da imate mlade ljude u vašem timu, ili ljude mladog uma. Jer ako imate te mlade umove, oni podstiču svakoga u prostoriji da misli mlađe. Pikaso je jednom rekao: "Svako dete je umetnik. Problem je kako ostati umetnik kada on ili ona poraste." Svi smo videli svet jasnije kada smo ga videli po prvi put, pre nego što je došao život sa navikama. Naš izazov je da se vratimo tu, osetimo tu frustraciju, da vidimo te male detalje, da posmatramo šire, posmatramo bliže, i da mislimo mlađe da bismo ostali početnici.
It's not easy. It requires us pushing back against one of the most basic ways we make sense of the world. But if we do, we could do some pretty amazing things. For me, hopefully, that's better product design. For you, that could mean something else, something powerful.
Nije lako. To zateva od nas da se odupremo jednom najosnovnijih načina na koji činimo svet smislenim. Ako to učinimo, mogli bismo da uradimo neke prilično neverovatne stvari. Na sreću, to je za mene bolji dizajn proizvoda. Za vas bi to moglo značiti nešto drugo, nešto moćno.
Our challenge is to wake up each day and say, "How can I experience the world better?" And if we do, maybe, just maybe, we can get rid of these dumb little stickers.
Naš izazov je da se probudimo svakog dana i kažemo: "Kako mogu da učinim svet boljim?" Ako to uradimo, možda, samo možda bismo mogli da se oslobodimo tih malih glupih nalepnica.
Thank you very much.
Hvala vam mnogo.
(Applause)
(Aplauz)