Furthermore, he maintains that these experts discuss in excess the problems an organization faces, which results in costing the organization a large quantity of money. Also he states that some problems are not solved the first time around, so there is a need to experiment which results in some errors and those errors also cost the organization money. This leads Handy to conclude that these types of organizations “tend to flourish in times of expansion, when the products, technologies, or services are new or when there is some sort of cartel arrangement that provides a price floor” (Handy p74). However, he also contends that a task culture comes into difficult times when the organization needs to make the solutions permanent or routine, and that the cost of maintaining the culture seems excessively expensive. Furthermore, Handy asserts that the lives of task cultures are short. To support his assertion, he states that “if [organizations] are successful, they will grow big, and to pay their way will take on a lot of routine or maintenance work, which requires Apollonian structures” (Handy p74). In essence, this leads to the transformation of a task culture into that of a role culture

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