>> Now, I wanted to ask you, as I was reading through some of your biographical material, one of the areas that was in there was balancing decisions against two factors. And one of those was innovation versus stability and reliability. So how do you balance those two things, especially given you're in such a research-intensive institution?
>> Well, you know, I believe firmly that innovation is the practical use of discovery. And there's a lot of discovery all the time going on in a place like Berkeley. The challenge is not finding those discoveries and those innovations. It's making use of them in an appropriate way. And if we embraced every innovation and tried to put all of our resources behind every one, it wouldn't be terribly effective, because as the new networking standards come out, when we're emerging into the next generation network, if Berkeley were to implement that across the campus universally, we'd have lower availability. Downtime would suffer. So what we tend to do is balance those decisions with pilot programs in departments that are willing to accept a bleeding edge environment and knowing what that means with other departments that need a higher level of availability. So that tension between innovation and sustainability is something that we have to make a tradeoff every day. But at the same time, when wireless was first coming out and the new standards were being developed, we had students that were doing all kinds of innovative things, trying to bounce wireless signals all over the campus and create new hot zones for wireless network. And this was before the standards were even approved. So then it was a question of well, is it doing harm to anyone else? And if not, then how do we capture that? How do we get lightning in a bottle and find a way to get the learnings from all of those research projects?
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