So management dilemmas for us are problems that network leaders will never solve. They're just going to make choices around and those are going to be dilemmas, you have to make a choice around knowing that there's going to be a trade off there just filled in. So let me give you an example of one. So one of them is efficiency and inclusivity. So I was working with a Environmental Network, and they have made the change from taking climate change as a technical problem to taking it as an environmental justice problem, like they had made that shift, huge shift for them. But I was talking with one of their leaders, and they were like, ever since we made this shift, everything's moving slower. I mean, we used to just be able to come to agreement really, really quickly. And we used to be able to like just roll these things out. But But now things are taking so much longer. Why is it? Well, you leaned it to the other side of the dilemma, right? You went for more inclusivity across, it's going to slow you down, right? Like this is just going to be that's the natural consequence of your choice. Right. And he looked at me like, I didn't realize we were making the trade off choice here. And there's a bunch of these that nonprofit leaders, they're the choices of value based choice, but you have to know what the other side of it is. Right? Give you one other example of this. So one of them is in networks, really about balancing organizational agendas and network agendas. Right? So organizational agenda is what the organizations in the network are trying to get out of it. They might be trying to get legitimacy or funding or you know, different things, network agendas, what the network's trying to do. So it's trying to, you know, manage the network, it's got to raise funds for itself. But it also is trying to make this social impact. You've been really hard into the network agenda and pay no attention to the organizational agendas, people will leave, because they don't have time for that they've got a job, right? Like they have organizations that have to survive. And they can't just do your networks work without doing their organization's work. But if they if you lean in the other side of the dilemma, all you'll do is make your organization's in the network happy and you'll never make a social impact, right. So there's this push and pull and those dilemmas. And there's a number of them we talked about in the book. That's one of the things is you're kind of walking through that it's just a realize that it's some of the choices you're going to make have imbedded trade offs in them, and you can't get away from them. And so that's that's part of what's going on with the dilemmas piece, I'm going to just tell you two dead ends. So there are like, just because we do the systems piece. And we say there's more than one way to make this is not one set at all doesn't mean that any way is a good way, right? There are some dead ends to making a social impact with networks that if you try are unlikely to succeed. So my my soapbox one is what I call network hosting, which is I'm going to run a network by holding events. Oh my god, running a network by holding events does not create a social impact. It might make people better at their job. You can do professional development. That's wonderful. You can certainly help build community that's lovely. But it doesn't translate into a network itself moving the needle on a social issue. You have to do something more than just host lovely conferences. Number two, and this is a dead end, in that some people go into not networks. They're passionate, they're tenacious. They're the Tracey's of the world, right? And they come in and they think everybody is, yeah, that's a dead end, right, John?