And so, yeah, tell us a little bit about how boards discover that directors might be operating from fundamentally different assumptions about what the board's purpose is in the first place.

We haven't really tried to quantify how often this happens or how it happens, but it often reveals itself in moments of stress or difficult decisions.

And it's not always clear why the decisions are difficult.

You have to probe to get at that.

But a kind of situation where it might come up is you have an unsolicited bid for the company.

And some directors are very responsive to the possible sale of the company, others much less so.

And so if you probe a little bit further, you find out that the ones that are most receptive believe they have a duty to maximize value now for our current shareholders, whereas those who are a little bit more receptive Hesitant would think of their own duty as to the corporation as an institution and to its long-term sustainability.

So tell us a little bit more about how you investigated this topic that doesn't get so discussed in governance circles.