Hi Joel, Whoa - Padres won?! ;-) Anyway - I just wanted to chime in with a short note to point out that (at least prior to the dot bomb burst) it was actually more common for "success" to kill a business or an organization than outright "failure". Growth and expansion are very difficult things to manage successfully - and they always have been. I wanted to point that out in order to note that (a) this isn't an unusual or unique situation - lots of groups and companies have been through this before, and (b) this isn't a small or trivial task requiring a "quick fix" - it's gonna take time and effort to do it right. I'm thinking some time spent 'strategically planning for growth'; adding some process and structural procedures ... would be a good thing both organizationally (cuz we should see some immediate benefit) and paradigmatically (cuz it might focus the frustration where it belongs - on the process ... and not on any of the personalities involved). <nag> I'm still pretty sure this kind of thing *has* to be in place if we really want to eventually get that NFP status that gets talked about from time to time as well. </nag> RonL. (Gosh - that "p" word passed my spellchecker! Wooot!) -----Original Message----- From: Joel Canfield [mailto:Joel at spinhead.com] I couldn't care less if I'm a Lieutenant or a Private - but I like structure. When everyone is equal, no one leads. And we've reached a size where, without leadership, I think we're floundering.