The point here is that instead of saying, “The young people have demands and the government should please them,” it flipped it on its head and said, “The young people have directions and the senior people should follow them and provide them with resources.” That turned out to be the Pygmalion effect; it was the only way to restore trust because the young people really did have better ideas of where to go. The career public service then started to see those young people who joined as reverse mentors as comrades who were in it for the long haul. Instead of just demanding, we moved to the supply side. Instead of just opposing, we moved to proposing. One of the most lasting changes, which we worked on together before the Uber case, was to design the curriculum with the children, not for them. A generation of children in Taiwan now grow up knowing, before they turn 18, that they can participate fully in national agenda-setting, and maybe even become cabinet-level advisors before 18.