Working Together 57 to connect with customers, conducting interviews and asking them what they eat and what they like. He also sets up a breakfast stall at a sporting event and tries to cook good but everyday food. He learns to empathize more and to generate new ideas together with others. His relationship with the Little Chef management is still one of conflict but he begins to establish trust and a more relevant focused creativity that aligns with, but also ex- tends, the idea of the Little Chef brand. One of the interesting aspects of the series is that it provides a narrative over a four-week period of a shift from a perspective based on objectifying customers to one based on engagement and involvement. It signals that it is easy to assume one's expertise will pro- vide the right answer and it reminds us that we have to take time to establish trust if we want to be innovative. Taking time to build trust As Blumenthal discovered in Big Chef Takes on Little Chef `we commonly assume others think, want and feel what we ourselves think, want and feel.' 7 This can sometimes be highly valuable for entrepreneurs when their empathies do achieve an intuitive connection, but the assumption of like-