We all believe we are unique. We are different. Our situation is one-off. Norms applicable to us are not the same as applicable to others. That's at a personal level. We are different. Our case for uniqueness soon gets extended by logic to the industry we work in...the Company we work for...the Department we are placed in, the norms that regulate the specialised field we pursue and likewise. All that we position as being different thus requiring unique treatment, is in a matter of fact, a convenient posturing we do to benefit from the stance we choose to take, given a context. Actually, the fact is that we are conveniently different from the rest. And actually conveniently similar too. We play the rythms to suit our tune. If it benefits us to resist the proposed change - we play a different narrative about our uniqueness. When we desire extentions of advantages and benefits offered to others which are not extended to us for some logical reasons, we adopt a narrative of discrimination and further the logic of uniformity and equality to gain these advantages. This convenient contradistinction in logic lifts the veil and compromises our pretended ideological positioning based on our belief that we are different. It systematically collapses our business case seeking differentiated handling. Credibility, Objectivity, Wisdom and Fairness. These are the 4 indicators of authenticity and they go flying out of the window when it comes to shifting logic to conveniently defend self-interest. Uniqueness of our conditions, distinctiveness of our situation are all discrepent logic that we put-up to defend our self-interest or further our cause for uniform benefits. Only principled ideological stance garnished with all season unwavering logic, builds a strong case for unique handling. Let us not justify our unimaginative and non-innovative handling of the situation in the past to argue a case for observing status-quo and thus build-up a case for 'no change' . Lessons for home from 'The Medici Effect' are about impact of 'multiplier' learning for one domain at the cross- road where its paths criss-crosses to interact with others. It is advantageous to transfer learning from one domain to another than to seek isolation and make collective progress.