Yeah, I think I we were reflecting on this idea of conflict and some people play it off like, well, I'm just not comfortable with that or that's not how I grew up. But that's not a style that I, you know, agree with. And so what often happens is there is one person on a team member who might be more willing, more often to say the contentious thing or say or get into a little bit of conflict. And so what tends to happen is in the hallway or at the water cooler, someone who's adverse to conflict will say, well, I don't really love that idea. Maybe you could tell them in the next meeting and they're, they're imposing the weight of that and the suffering of that on one person because it is a culture pat like the members of the team make up the culture of the team in those meetings. But there's often one person that, you know, probably everybody listening to this is like, oh, I knew a guy or a gal on one of my teams who was kind of the scapegoat for all of the unpopular opinions there. And everybody gave them their opinions to voice during those meetings. Yeah.

It just, it just reminded me of something Cody. If you're one of those people who has really high standards and wants the conflict and wants to have the right decision made and you're working with a bunch of people who nobody else wants to do that, you're not going to want to work there anymore. Because it's like the burden and the cost of doing that is too high. And I think that's why many nonprofits and churches lose excellent volunteers and employees. Because if they, to have high standards, you have to be willing to enter the danger. And if entering the danger makes you feel like a pariah after a while, you're going to go, that's just too much for me. And I think it happens a

lot.