Defining risk, which I already talked about, is one thing. And the other thing is to make it fun--I mean I’m officially a minister who work for fun, right? When the premier asked me why am I aiming to join the cabinet, is it out of duty or out of obligation, or out of social mission, or out of maximizing impact--you know the usual reasons; and like no, I’m just joining for fun. It is important because fun really is the kind of reinforcement that doesn’t get tired over time. If you are curious about something and you learn something every day, that curiosity grows and it doesn’t fade with time. If you are empowered with a sense of duty or obligation, once you do the same thing for ten years, it’s going to wear out, right? But if you are still learning after 10 years you’re just a better learner, right? You still have the same passion of learning, so the passion of learning is really what we’re trying to do both in my office where we have people from five different ministries and institutions, and working together to improve their ministry’s missions, but in a way that feels like this ministry is always saying it is doing something, but the other ministry is already doing 80% of the job; it’s just they never talk together. This kind of cross-pollination is by itself very enjoyable, so this kind of learning organizational experience is what I would encourage any large scale organizations, not just governments, to adopt.

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