ABSTRACT
This chapter explores what happens when some of these "Socrates" leave the VBO as a result of an internal crisis that has not been overcome, of an intergenerational change or any other reason related to a "symbolic" or "ideal" crisis of the organization. These moments of crisis are important passages in every organization but they are absolutely crucial in VBOs. The chapter describes the ideally motivated people those, therefore, most concerned with the dimension of "vocation" are affected first and more intensely by ideal crises. In fact, while there exists a large body of empirical evidence about the importance of critical mass in organizations and their dynamics of change, empirical studies on the cumulative mechanisms of quality deterioration in moments of crisis and on the best practices of those organizations who have managed to solve successfully such crises are needed. It claims that a few intrinsically motivated people determine the general co-operative culture within organizations, especially in VBOs.
