As the Manager emerges from a communication climate of HIGH/WARM conformity (strong pull to share in similar values, attitudes, beliefs, and familial role expectations) and HIGH/COLD conversation (frequent and restricted communication contacts within the family system), the priority and commitment to family is prioritized. This priority can subvert the needs of this caregiver, and the Manager can find themselves protecting the care recipient and, at times, other family members from the challenges associated with understanding a diagnosis and its treatment. The Manager is drawn to professional help and support as well as health information, but this does not mean the Manager is sure about either—and they are strongly reliant on opinions of providers and professionals in their midst. The Manager employs similar approaches to all manner of pain (physical, emotional, social, psychological, spiritual) and because of the vigilance of the Manager, serving as the expert on the patient is a key-defining trait that is communicated via interactions with providers, family, patient, and other players. This trait positions the Manager to plan and activate care and advance the dynamics of the family system in which they live.