interaction can recognize what their partners are talking about, then we say the conversation comes to coordination. Scientists believe that people's desire for coordination in interaction arises from the subjectivity of meaning, which means the same message may have different meanings to different people. In order to avoid this pitfall in communication, people work together to share meanings. Research shows that sense-making is the foundation of coordination. By tokens within the information connected by means of a channel can the logic relationship emerge, then it contributes to the sense-making. Sense-making helps people to establish common understanding then further develops coordination between people. The act of formulating speech and reaching the initial coordination is where the conversation co-exists between the two parties. The "actions of each person affect and are mutually affected by those of the other person in a coevolving conversation. The unfolding of action is reflexively interpretable within various levels of nested narrative or meaning of contexts". This in some cases, is similar to relational transformation, which is "thought to be and emerge out of this combination of increased awareness and strength regarding one's own needs, together with increased appreciation and compassion toward the needs of the other party" and where this understanding is taking place in coordination. Relational transformation occurs when, "recognition or other perspectives are happening for either parties". The concept of coordination has to do with the fact that our actions do not stand alone with regard to communication. The words or actions that we use during a conversation come together to produce patterns. These patterns, also known as stories lived, influence the behavior used during each interaction as a way to collaborate. Pearce and Cronen are quick to point out that coordination does not imply a commitment to coordinate "smoothly", but rather the concept is meant to provide the basis for being mindful of the other side of the story. This mindfulness also is considered when looking into the ethical production of CMM. As an example, For organizations, "an interpersonal ethical analysis of these situations leads to the suggestion that communicators gain proficient knowledge of ethical principles before considering strategic ambiguity as a viable approach to organizational communications". There is three possible outcomes of coordination: People in the interaction achieve coordination. People in the interaction failed to achieve coordination. People in the interaction achieve some degree of coordination. If the interaction fails to achieve coordination