Gerald Butts

And it's going to create friction that will build up over time.

And I'm fond of this, excuse me, this axiom that there are three kinds of conflict in any organization.

There is a process conflict, which is, I don't like the way we're doing this.

There's content conflict, which is, I don't like what we're doing.

And there's interpersonal conflict, which is, I don't like you.

And you can usually solve the first two.

If they become the third, it gets really, really difficult to solve.

And I think that this is one of those moments, and James said it, this is one of those moments in the life of a government where, and for Mark Carney, a lot of the stuff is new.

You know, I was chuckling when you said he's never been in a caucus before, James.

Goldman Sachs resembles a lot of things.

The Bank of England resembles a lot of things.

The closest he's ever come to a caucus is a hockey team.

Yeah.

And as he has for the last 14 months, and apparently, if you believe the polls, with great skill, he's got to learn new skills, new things as he goes along.

I agree with all that.

Well, and I think, Peter, if I can just add a quick thing to that.

This particular, again, this particular caucus, right?

You think about the headspace they were in going into 2025 when

You know, Freeland shot Trudeau metaphorically, obviously, and the whole thing was starting to unravel or probably past starting to unravel, if we're being fair.

They were all dusting off their resumes.