The third question that was most voted up this week was about unconscious and emergent goals

or even changing goals within an organization. And this person talked about how an organization shares goals and objectives but they said what about those goals and objectives that arise through regular interaction within an organization? And what about unconscious goals? So. So here I, I guess the question becomes what, what happens to a firm that lacks a clear goal and purpose? And, and some of us think of organizations like maybe Yahoo has been criticized as, as lacking, always a, a clear goal about what, what that company is about, and I, I can see cases where that might be problematic. In some ways because it, at least the difficulties about coordination and behavior around what. But on the other there are sometimes certain context like context of uncertainty where the lack of or at least differentiated goals might be beneficial because, you can explore and change more readily in an environment. So it's not always clear that a lack of a clear goal. Is a, is a problem, but in, usually it kind of helps with coordination and the degree to which something is a defined organization. Now again, some organizations also change goals, so there is some kind of complexity here with goals. So like, for example, the March of Dimes is known for changing its goal. The, the early part of the last century, they solved polio, at least most of it. And had to find a different mission, or a different kind of goal to focus on and coordinate around, and so it became childbirth defects. So we do have change in goals, and that seems possible. But perhaps, again, not something that's recommend. Tended to be done very frequently cuz it has coordination cost. What about unconscious goals and identities, and here the thing that I, I constantly wonder about is, Natalie the moral claims of organizations and their mission statements like you saw in this weeks lectures that are implicit, I mean that are implicit, are implicit in those

statements, but also selections of individuals and the firms and organizations. So, its common that for example teachers and schools that a lot of them are particularly interested in a social justice or interested in kind of community service, or is another organizations may see a different kind of selection, right? And people like Peirre Budroix in France have written about how academics in different departments selected and he found things like, you know, physicians and medical doctors within the university system there in the, at the time, in France in the sixties had come from upper class backgrounds and were conservative in their political orientations, whereas in the social sciences were kind of rebels from blue collar backgrounds or alternative backgrounds and, and were kind of a different sort. So. I think there is something to this about selection, that the individuals that compose an organization may have certain kinds of latent identities and, and ideals. But I think you want to, and I think it's also an, an issue there is about the conflict between the organization goal and those individuals' kind of motives or identities themselves. And there's an often an effort within organizational culture theory to align those two or to enable individuals to express their, their own identities through that of the organization's. So I think it's an interesting question. A lot of firms have. Ambiguous goals, that a lot of firms do have emergent goals through the interactions of the participants and through their kind of informal organization. They also have changing goals and in addition there is sometimes conflict between the organization's goals and the individual's. And, again, that's another reason why we need analysts. So that we understand these dynamics and when they become problematic and when they can become kind of an asset and resource to the firm.