1. The document discusses the potential impacts and tensions that can arise when cooperatives pursue strategies traditionally used by corporations, such as going public or merging, including confronting different cultural mindsets between cooperative and corporate governance models. 2. Some cooperatives that went public felt their best interests were not accounted for in strategic decisions as investor priorities focused on stock prices, creating tensions between regional cooperatives and publicly-traded subsidiaries. 3. The financial crisis showed regional cooperatives regaining control of governance as negative effects emerged, like disappointing member-shareholders when stock prices dropped and questioning the cooperative business model of finding new members.